Midterm 2 - Chapter 6

Question 1

Piece rate

Answer 1

Individual workers are paid a certain sum of money for each unit of production they complete

Question 2

Wage incentive plans

Answer 2

Under these circumstances, group incentives are employed.
For example, workers in a steel mill might be paid an hourly wage and a monthly bonus for each tonne of steel produced over some minimum quota.
These various schemes to link pay to performance on production jobs

Question 3

Potential problems with wage incentives

Answer 3

Lowered quality
Differential opportunity
Reduced cooperation
Incompatible job design
Restriction of productivity

Question 4

Linking Pay to Performance on White Collar Jobs

Answer 4

Merit pay plans: yearly, managers evaluate performance of employees on rating scale
Using these evaluations, the managers recommend that some amount of merit pay be awarded to individuals over and above their basic salaries

Question 5

Potential Problem with Merit pay plans

Answer 5

Low discrimination
Small increases
Pay secrecy

Question 6

Lump-sum bonus

Answer 6

paid out all at one time and not built into base pay

Question 7

Pay transparency

Answer 7

policy in which an organization will provide employees with information about pay practices or pay levels and ranges and/or will allow employees to discuss pay-related information with each other

Question 8

Profit sharing

Answer 8

most commonly used group-oriented incentive systems.
In years in which the firm makes a profit, some of this is returned to employees in the form of a bonus, sometimes in cash and sometimes in a deferred retirement fund.

Question 9

Employee Stock Ownership (ESOPs)

Answer 9

allow employees to own a set amount of the company’s shares that they are allowed to purchase at a fixed price

Question 10

Gainsharing

Answer 10

group incentive plans that are based on improved productivity or performance over which the workforce has some control

Question 11

Skill-based pay AKA pay for knowledge

Answer 11

to motivate employees to learn a wide variety of work tasks, irrespective of the job that they might be doing at any given time

Question 12

Job design

Answer 12

structure, content, and configuration of a person’s work tasks and roles

Question 13

Job Scope

Answer 13

defined as the breadth and depth of a job

Question 14

Breadth

Answer 14

the number of different activities performed on the job

Question 15

Depth

Answer 15

degree of discretion or control the worker has over how these tasks are performed

Question 16

Stretch assignments

Answer 16

offer employees opportunities to broaden their skills by working on a variety of challenging assignments and projects

Question 17

Job rotation

Answer 17

involves rotating employees to different tasks and jobs in an organization

Question 18

Job Characteristics Model

Answer 18

Core Job Characteristics
Critical Psychological States
Outcomes

Question 19

Core Job Characteristics

Answer 19

Skill variety
Task Identity
Task significance
Autonomy
Feedback from Job

Question 20

Skill variety

Answer 20

opportunity to do a variety of job activities using various skills and talents,
corresponds fairly closely to the notion of job breadth

Question 21

Task identity

Answer 21

extent to which a job involves doing a complete piece of work, from beginning to end

Question 22

Task significance

Answer 22

impact that a job has on others

Question 23

Autonomy

Answer 23

the freedom to schedule one’s own work activities and decide work procedures,
corresponds to job depth

Question 24

Feedback from Job

Answer 24

information about one’s performance effectiveness, is also essential for high intrinsic motivation.

Question 25

Critical Psychological states

Answer 25

experienced meaningfulness of work Experienced responsibility for outcomes of work Knowledge of actual results of work activities

Question 26

Outcomes

Answer 26

High internal work motivation High growth satisfaction High general job satisfaction High work effectivness

Question 27

Moderators

Answer 27

Growth need strength: extent to which people desire to achieve higher-order need satisfaction by performing their jobs

Question 28

Job enrichment

Answer 28

design of jobs to enhance intrinsic motivation, the quality of working life, and job involvement

Question 29

Job involvement

Answer 29

cognitive state of psychological identification with one’s job and the importance of work to one’s total self-image

Question 30

Job enrichment

Answer 30

Combining tasks Establishing external client relationships Establishing internal client relationships Reducing supervision or reliance on others Forming work teams Making feedback more direct

Question 31

Job enlargemnet

Answer 31

giving employees more tasks to perform at the same level while leaving the other crucial core characteristics unchanged

Question 32

Work design charactersitics

Answer 32

the attributes of the task, job, and social and organizational environment and consist of three categories: motivational characteristics social characteristics work context characteristics

Question 33

Task variety

Answer 33

degree to which a job requires employees to perform a wide range of tasks on the job (opposite of skill variety)

Question 34

Relational job design

Answer 34

Relational architecture of jobs Prosocial motivation

Question 35

Relational architecture of jobs

Answer 35

focuses on the structural properties of work that shape employees’ opportunities to connect and interact with other people

Question 36

Prosocial motivation

Answer 36

the desire to expend effort to benefit other people

Question 37

Job crafting

Answer 37

involves self-initiated changes that employees make in their job demands (workload) and job resources (variety) to improve the fit or match between characteristics of their job and their personal abilities and needs

Question 38

Playful work design (PWD)

Answer 38

the process through which employees proactively create conditions at work that foster play and enjoyment without changing the design of the job itself

Question 39

Work Gamification

Answer 39

involves applying features of digital and computer games in the work context to increase worker motivation and improve performance.

Question 40

Management by objectives (MBO)

Answer 40

management program designed to facilitate goal establishment, goal accomplishment, and employee development

Question 41

Flexible work arrangments

Answer 41

work options that permit flexibility in terms of “where” and/or “when” work is completed

Question 42

Flex time

Answer 42

the times at which they arrive and leave are flexible, as long as they are present during certain core times

Question 43

Compressed work week

Answer 43

This system compresses the hours worked each week into fewer days. The most common compressed workweek is the 4–40 system, in which employees work four 10-hour days each week rather than the traditional five 8-hour days

Question 44

Job sharing

Answer 44

occurs when two part-time employees divide the work (and perhaps the benefits) of a full-time job

Question 45

Work sharing

Answer 45

involves reducing the number of hours employees work in order to avoid layoffs when there is a reduction in normal business activity

Question 46

Telecommuting

Answer 46

employees are able to work at remote locations but stay in touch with their offices through the use of information and communication technology

Question 47

Hybrid work arrangment

Answer 47

employees spend some of their work days at home and some days at their workplace office