Management and Organizational Behavior Chapter 7 – Flashcards
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Job Design
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The way the elements in a job are organized can act to increase or decrease effort and also what those elements are
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Job Characteristics Model (JCM)
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Developed by J. Richard Hackman and Greg Oldham, this model says we can describe any job in terms of five core job dimensions -Next 5 terms...
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Skill Variety
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The degree to which a job requires a variety of different activities so the worker can use a number of different skills and talent
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Task Identity
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The degree to which a job requires completion of a whole and identifiable piece of work
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Task Significance
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The degree to which a job has an impact on the lives or work of other people
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Autonomy
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The degree to which a job provides the worker freedom, independence, and discretion in scheduling the work and determining the procedures in carrying it out
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Feedback
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The degree to which carrying out work activities generates direct and clear information about you own performance
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Job Rotation or Cross Training
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The periodic shifting of an employee from one task to another with similar requirements at the same organizational level
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Job Enrichment
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Expands jobs by increasing the degree to which the worker controls the planning, execution, and evaluation of the work
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Flextime
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Employees must work a specific number of hours per week but are free to vary their hours of work within certain limits
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Job Sharing
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Allows two or more individuals to split a traditional 40-hour-a-week job
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Telecommuting
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Refers to working at home at least two days a week on a computer linked to the employer's office. No commuting, flexible hours, freedom to dress as you please, and few or no interruptions from colleagues.
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Employee Involvement
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A participative process that uses employees' input to increase their commitment to the organization's success
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Participative Management
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The distinct common characteristic is joint decision making, in which subordinates share a significant degree of decision-making power with their immediate superiors
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Representative Participation
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Its goal is to redistribute power within an organization, putting labor on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who actually participate -"the most widely legislated from of employee involvement around the world."
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Variable Pay Program
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Bases a portion of an employee's pay on some individual and/or organizational measure of performance -Piece-rate plans, merit-based pay, bonuses, profit sharing, gainsharing, and employee stock ownership plans of this
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Piece-Rate Pay Plan
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Pays a fixed sum for each unit of production completed - A pure piece-rate plan provides no base salary and pays the employee only for what he or she produces
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Merit-Based Pay Plan
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Pays for individual performance based on performance appraisal ratings -If they are designed correctly, merit-based plans let individuals perceive a strong relationship between their performance and the rewards they receive
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Bonus
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The incentive effects of performance bonuses should be higher than those of merit pay because, rather than paying for performance years ago, bonuses reward recent performance.
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Skill-Based Pay
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An alternative to job based pay that bases pay levels on how many skills employees have or how many jobs they can do
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Profit-Sharing Plan
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An organization-wide program that distributes compensation based on some established formula designed around a company's profitability
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Employee Stock Ownership Plan
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A company-established benefit plan in which employees acquire stock, often at below market prices, as part of their benefits
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Flexible Benefits
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Benefits that individualize rewards by allowing each employee to choose the compensation package that best satisfies his or her current needs and situation.
