Comp&ben - Ch3

Front 1

Identify the three main categories of reward problems

Back 1

1) failure to produce the desired behaviour

2) production of desired behaviour but with undesirable consequences

3) production of reward dissatisfaction

Front 2

Identify the three types of desired employee behaviour

Back 2

1) Membership behaviour

2) Task behaviour

3) Organizational Citizenship behaviour

Front 3

Define Membership Behaviour

Back 3

Occurs when employees decide to join and remain with a firm

Front 4

Define Task Behaviour

Back 4

Occurs when employees perform the tasks that have been assigned to them

Front 5

Define Organizational Citizenship Behaviour

Back 5

Occurs when employees voluntarily undertake special behaviours beneficial to the organization

Front 6

What are the three key employee attitudes that lead to desired employee behaviour?

Back 6

Job satisfaction

Work motivation

Organizational identification

Front 7

Define job satisfaction

Back 7

The attitude one holds toward one's job and workplace

Front 8

Define work motivation

Back 8

The attitude one holds toward good job performance

Front 9

Define organizational identification

Back 9

A sense of shared goals and belongingness, and the desire to remain a member of the organization

Front 10

When the reward system encourages job satisfaction, what behaviour does it address?

Back 10

Membership Behaviour

Front 11

When the reward system encourages organizational identification, what behaviour does it address?

Back 11

All three behaviours and all other attitudes

Front 12

When the reward system encourages motivation, what behaviour does it address?

Back 12

Task behaviour

Front 13

What consequences occur from the attitude of job satisfaction?

Back 13

Decreased Work Stress

Decreased Grievances

Decreased Absenteeism

Decreased Turnover

Positive Group Norms

Front 14

What consequences occur from the attitude of organizational identification?

Back 14

Decreased Grievances

Decreased Absenteeism

Decreased Turnover

Positive Group Norms

Cooperative Behaviour

Innovative Behaviour

Increased Job Effort

All consequences except Decreased Work Stress

Front 15

What consequences occur from the attitude of motivation?

Back 15

Increased Job Effort

Front 16

Four main causes of Reward Dissatisfaction

Back 16

1. Violation of the psychological contract

2. Perceived inequity

3. Relative deprivation

4. Lack of organizational justice

Front 17

Define Psychological Contract

Back 17

Expectations about the rewards offered by a given job and the contributions necessary to perform the job

Front 18

What are the two reasons problems can occur regarding an employee's psychological contract?

Back 18

1) There has not been accurate communication about the rewards that will actually be provided and/or the contributions that are required, and these turn out to be different from what the employee expects

2) The employer unilaterally changes the 'contract' in a way that the employee perceives as detrimental

Front 19

Explain Equity theory

Back 19

Employees' base perceptions of equity (fairness) on a comparison of their contributions/rewards ratio to the ratios of others perceived as being similar

Employee satisfaction is determined more strongly by relative pay than by absolute amount of pay

Front 20

Explain Relative Deprivation

Back 20

A theory by Crosby that suggests that employees experience dissatisfaction with their pay level under six conditions:

1) There is a discrepancy between the outcome they want and what they actually receive

2) They see that a comparison "other" receives more than they do

3) Past experience has led them to expect more than they now receive

4) Expectations for achieving better outcomes are low

5) They feel they are entitled to more

6) They absolve themselves of personal responsibility for the lack of better outcomes

Front 21

In regards to relative deprivation, what three conditions are of particular importance?

Back 21

1) Social comparisons (condition 2, based on equity theory)

2) Discrepancy between desired and actual pay (condition 1)

3) Sense of entitlement (condition 5)

Front 22

2 main components of organizational justice

Back 22

Distributive Justice

Procedural Justice

Front 23

Define Distributive Justice

Back 23

The perception that overall reward outcomes are fair

Front 24

Define Procedural Justice

Back 24

The perception that the process for reward determination is fair

Front 25

What six conditions need to occur for the pay system to be achieved under procedural justice?

Back 25

1. Consistent

2. Free of Bias

3. Flexible

4. Accurate

5. Ethical

6. Representative

Front 26

What two options do employees have to redress the imbalance from reward dissatisfaction

Back 26

1) Increase the rewards they receive (quit, demand higher extrinsic rewards, pad the expense account, stealing, increase work performance, seek job duty improvements)

2) Reduce the contributions they make (formally or informally: request job duties be reduced, reduced effort, increased absenteeism)

Front 27

What makes predicting employee's reactions difficult?

Back 27

They depend on the personal characteristics and circumstances of the employee and on the specific characteristics of the situation

Front 28

Which managerial strategy is best for tolerating reward dissatisfaction?

Back 28

Classical organizations

Front 29

Define Equity sensitivity

Back 29

A personality trait that entails a high predisposition toward perceiving personal inequity

Front 30

Percentage of people who are not currently seeking paid employment

Back 30

31%

Front 31

Why do people accept employment?

Back 31

1) If they have unsatisfied needs

2) If they perceive employment as the best means to satisfy those needs

3) If they are able and willing to do the things the employment requires

Overall, people accept a job if the inducements or rewards associated with it exceed the costs of the contributions they must make to secure and retain it.

Front 32

Two major causes of membership behaviour

Back 32

Job satisfaction

Organizational identification

Front 33

Five facets of job satisfaction

Back 33

Pay

Promotion

Supervisors

Coworkers

The job itself

Front 34

Define organizational commitment

Back 34

The strength of the individual's attachment to his/her organization

Front 35

Two main types of commitment

Back 35

Affective commitment

Continuance commitment

Front 36

Define Affective Commitment

Back 36

Attachment to an organization based on positive feelings toward the organization

Front 37

Define Continuance Commitment

Back 37

Attachment to an organization based on perceived lack of better alternatives

Front 38

What aspects generate organizational commitment?

Back 38

Psychological contracts

Trust

Organizational justice (especially procedural justice)

- employee benefits, profit sharing, share plans

Front 39

What needs to occur for job security to have a positive impact on affective commitment?

Back 39

It needs to be seen something granted willingly by the employer

Front 40

What works best for continuance commitment?

Back 40

Seniority-based rewards

Benefit packages

Paying higher than competitor firms

Front 41

What is directly related to task behaviour

Back 41

Motivation

Front 42

Define content theories of motivation

Back 42

Theories that focus on understanding motivation by identifying underlying human needs

Front 43

Define process theories of motivation

Back 43

Theories that focus on understanding motivation by determining the processes humans use to make choices about the specific actions they will take

Front 44

Types of content theories

Back 44

Maslow's hierarchy of needs

Two-factor theory of motivation

Job characteristics theory of motivation

Salience of needs

Front 45

Define Maslow's Hierarchy of Needs

Back 45

A content theory of motivation that groups human needs into five main level and states that humans seek to satisfy the lowest order needs before satisfying higher order needs

Front 46

Define Two-Factor Theory of Motivation

Back 46

Argues that intrinsic factors influence work motivation, while extrinsic factors influence job satisfaction

Front 47

Explain Job Characteristics Theory of Motivation

Back 47

Identifies specific job characteristics that cause intrinsic motivation which is identified by five core job dimensions

Front 48

5 core job dimensions of Job Characteristics Theory of Motivation

Back 48

1) Task Identity

2) Task Significance

3) Skill Variety

4) Job Autonomy

5) Job Feedback

Front 49

Define Task Identity

Back 49

The extent to which a worker performs a complete cycle of job activities

Front 50

Define Task Significance

Back 50

The perceived importance or social value of a given task

Front 51

Define Skill Variety

Back 51

The variety of skills required for task completion

Front 52

Define Job Autonomy

Back 52

The degree of freedom workers have in deciding how to perform their jobs

Front 53

Define Job Feedback

Back 53

The extent to which the job itself provides feedback on worker performance

Front 54

Define Job Enrichment

Back 54

The process of redesigning jobs to incorporate more of the five core dimensions of intrinsically satisfying work

Front 55

Define need salience

Back 55

The degree of urgency an individual attaches to the satisfaction of a particular need

Front 56

What two key factors determine the salience of a need for a given person at a given time?

Back 56

The amount of need deprivation

The importance of the need

Front 57

Define need deprivation

Back 57

The difference between how much a person currently has and how much he/she requires to satisfy a particular need

Front 58

Types of process theories

Back 58

Reinforcement Theory

Expectancy Theory

Attribution Theory

Economic Theory

Money as a Motivator

Front 59

Define Reinforcement Theory

Back 59

A theory that states that a behaviour will be repeated if valued outcomes flow from that behaviour, or if performing the behaviour reduces undesirable outcomes

Front 60

What must occur for reinforcement theory to work?

Back 60

The individual must perceive a link between the behaviour and the consequence

Front 61

Two types of reinforcers

Back 61

Positive and negative

Front 62

What rewards occur from positive reinforcement?

Back 62

Rewards that are followed by valued behaviours

Front 63

What rewards occur from negative reinforcement?

Back 63

Undesirable consequences that occur when valued behaviour does not occur

Front 64

What does reinforcement theory mean to the reward system?

Back 64

Desired behaviours for each employee need to be clearly specified. Then each time that behaviour occurs, it needs to be followed by a reward of significant value to the recipient. The closer in time the reward is to the behaviour, the better.

Front 65

Problems with reinforcement theory

Back 65

It assumes that all desired behaviours are measurable and that it is practical to identify and respond to every instance of the behaviour

It only considers rewards that the organization can control

It must be continuously reward to maintain the behaviour

Front 66

How does reinforcement theory work best?

Back 66

For simple behaviours and for short-term behavioural change

Front 67

Define expectancy theory

Back 67

A theory stating that individuals are more likely to exert effort to perform a particular behaviour if they believe that behaviour will lead to valued consequences and if they expect they can perform the behaviour

Front 68

Under Expectancy theory, the likelihood of one performing behaviour depends on...

Back 68

1) the net value (valence) of the consequences of that behaviour

2) the perceived likelihood that the behaviour will actually lead to those consequences (instrumentality)

3) the perceived likelihood of actually being able to accomplish those behaviours (expectancy)

Front 69

According to Expectancy theory, what three questions do individuals ask before acting?

Back 69

1) Is the task worth doing (is net valence positive)

2) Will I actually receive the rewards (is the instrumentality clear)

3) Will I actually be able to accomplish the task if I exert the effort (is my expectancy strong)

Front 70

Define Attribution Theory

Back 70

Theory of motivation arguing that humans often act without understanding their motives for their behaviour and afterward attempt to attribute motives for their actions

Front 71

__________ rewards add to ____________ rewards to create greater task behaviour. A recent study of actual companies also found that ______________ ____________ pay seemed to increase _____________ motivation

Back 71

Extrinsic

Intrinsic

Individual pay

Intrinsic

Front 72

What is the main theory connected with the economic theory of motivation?

Back 72

Agency Theory

Front 73

Define agency theory

Back 73

Agents (employees) will pursuer their own self-interests rather than the interests of their principals (employers) unless they are closely monitored or their interests are aligned with the interests of their principals

Economic theory is useful only if the employees of the organization actually match these assumptions

Front 74

State 3 factors of money as a motivator

Back 74

Money gives recipient control over how their needs will be satisfied

Represents status and accomplishment

Money can also be a basis of social comparison

Front 75

Define non cash employee recognition program

Back 75

A program that provides non-cash rewards to employees in recognition of employee accomplishments or actions that are valued by the organization

Front 76

Five dimensions of organizational citizenship

Back 76

Altruism

General compliance

Courtesy

Sportsmanship

Civic Virtue

Front 77

Define altruism

Back 77

The willingness to offer help to a coworker, supervisor, or client without any expectation of personal reward for so doing, and without any repercussions if the help has been withheld

Front 78

Two causes of organizational identification

Back 78

1) Shared organizational goals

2) Feelings of membership (belongingness)

Front 79

Define organizational integration

Back 79

The interests of the individual and the organization are congruent

Front 80

Preconditions for creating citizenship behaviour

Back 80

Providing employment security

Trust

Showing genuine concern for needs of employees

A sense of distributive/procedural justice

Front 81

Ways to create organizational identification?

Back 81

Develop reward system which both the organization and its employees benefit when goals are met

Attracting and retaining employees who already process compatible values

Participation in decision making

Anything that fosters employee participation

Front 82

6 implications for Effective Reward Systems

Back 82

1. Define the behaviour needed

2. Determine attributes and qualifications needed to perform behaviour

3. Identify needs (needs salience)

4. Provide rewards that ensure positive valence

5. Make it clear that needed behaviour will lead to reward

6. Provide conditions that outline how effort will lead to desired behaviour

Front 83

What is the necessary behaviour for classical firms?

Back 83

Task behaviour

Front 84

What behaviours are necessary for human relations firms

Back 84

Task and membership behaviour

Front 85

What behaviours are necessary for high-involvement firms?

Back 85

Task, membership, and organizational citizenship behaviour

Front 86

Define personal competencies

Back 86

A person's physical, verbal, and mental skills

Front 87

Define personal values

Back 87

A person's core beliefs about appropriate and inappropriate behaviour

Front 88

Define personality characteristics

Back 88

A person's behavioural and emotional tendencies

Front 89

Define demographic characteristics

Back 89

A person's age, gender, ethnicity, education, marital status, and similar characteristics

Front 90

What determines the necessary employee attributes?

Back 90

Personal competencies, values, and personalities

Front 91

What identifies salient employee needs?

Back 91

Personal values and demographic characteristics

Front 92

How can one ensure a positive reward valence?

Back 92

Reduce costs of performing the desired behaviour

Front 93

What are the 4 main types of costs for performing the desired behaviour?

Back 93

Tangible costs

Physical costs

Psychological costs

Opportunity costs