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134 Cards in this Set
- Front
- Back
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the process of defining job tasks and the work arrangements to accomplish them
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job design
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standardizes tasks and employs people in very routine jobs
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job simplification
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increases task variety by adding new tasks of similar difficulty to a job
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job enlargement
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increases task variety by shifting workers among jobs involving tasks of similar difficulty
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job rotation
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increases job content by giving workers more responsibility for planning and evaluating duties
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job enrichment
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identifies five core job characteristics - skill variety, task identity, task significance, autonomy, and feedback
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job characteristics model
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describes the extent to which the core characteristics of a job create motivating conditions
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motivating potential score
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asserts that individual needs and task perceptions result from socially constructed realities
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social information processing theory
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integrate people and technology into high-performance work settings
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sociotechnical systems
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allows machines to do work previously accomplished by people
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automation
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use adaptive technology and integrated job designs to easily shift production among alternative products
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flexible manufacturing systems
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analyzes, streamlines, and reconfigures actions and tasks to achieve work goals
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process reengineering
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allows a full-time job to be completed in fewer than five full workdays
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compressed work week
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give employees some daily choice in scheduling arrival and departure times from work
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flexible working hours
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allows one full-time job to be divided among two or more persons
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job sharing
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work at home or in remote locations using computer and telecommunications linkages with the office
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telecommuting
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temporary work for fewer hours than the standard week
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temporary part-time work
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permanent work for fewer hours than the standard week
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permanent part-time work
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compensation system that bases an individual's salary or wage increase on a measure of the person's performance accomplishments during a specified time period
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merit pay
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pay system that links pay and performance by giving workers the opportunity to share in productivity gains through increased earnings
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gain sharing
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reward employees based on the entire organization's performance
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profit-sharing plans
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allow employees to own stock in their employer's business and benefit from future increase in the stock price
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ESOPs
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part of a pay system in which people elect to receive their wage or salary increase in one or more lump-sum payments
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lump-sum increases
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a system that rewards people for acquiring and developing job-relevant skills in number and variety relevant to the organization's needs
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skill-based pay
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pay systems that allow workers to select benefits according to their individual needs
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flexible benefit plans
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the process of managing performance measurement and the associated human resource management decisions
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performance management
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assess actual work results
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output measures
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assess work efforts or inputs
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activity measures
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a process of systematically evaluating performance and providing feedback on which performance adjustments need to be made
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performance appraisal
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a comparative technique of performance appraisal that involves the rank ordering of each individual from best to worst on each performance dimension
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ranking
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a comparative method of performance appraisal whereby each person is directly compared with every other person
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paired comparison
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a method of performance appraisal that uses a small number of performance categories, such as "very good," "good," "adequate," "poor," and "very poor," and forces a certain proportion of people into each
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forced distribution
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a scale that lists a variety of dimensions thought to be related to high-performance outcomes in a given job and that the individual is expected to exhibit
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graphic rating scale
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a method of performance appraisal that records incidents of unusual success or failure for a given performance aspect
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critical incident diary
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a performance appraisal approach that describes observable job behaviors, each of which is evaluated to determine good versus bad performance
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behaviorally anchored rating scale (BARS)
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the individual rates his or her own performance
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self-evaluation
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other members of a work team or persons doing similar jobs rate the individual as a co-worker
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peer evaluation
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a comprehensive approach that uses self-ratings, customer ratings, and ratings by others outside the work unit
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360 evaluation
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results when one person rates another person on several different dimensions and gives a similar rating for each one
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halo error
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the tendency to give relatively high ratings to virtually everyone
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leniency error
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occurs when a rater tends to give everyone a low rating
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strictness error
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occurs when raters restrict themselves to a small part of the rating scale
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low-differentiation error
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a biased rating that develops by allowing the individual's most recent behavior to speak for his or her overall performance on a particular dimension
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recency error
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occurs when a rater allows specific biases, such as racial, age, or gender, to enter into performance appraisal
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personal bias error
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involve two or more people working together regularly to achieve common goals
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groups
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achieve high levels of task performance, member satisfaction, and team viability
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effective groups
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the creation of a whole greater than the sum of its parts
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synergy
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occurs when people work less hard in groups than they would individually
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social loafing
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the tendency for one's behavior to be influenced by the presence of others in a group
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social faciliation
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officially designated for specific organizational purposes
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formal groups
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work together via computer networks
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virtual groups
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unofficial and emerge to serve special interests
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informal groups
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the tendency for diversity in groups to create process difficulties even as it offers improved potential for problem solving
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diversity-consensus dilemma
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examines differences in how people relate to one another based on their needs to express and receive feelings of inclusion, control, and affection
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FIRO-B Theory
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involves consistency between a person's status within and outside a group
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status congruence
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the forces operating in groups that affect the ways members work together
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group dynamics
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relationships between groups cooperating and competing with one another
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intergroup dynamics
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members communicate directly with one another
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decentralized communication networks
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link group members through a central control point
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centralized communication networks
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link subgroups that disagree with one another's positions
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restricted communication networks
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a group decision that has the expressed support of most members
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consensus
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the tendency of cohesive group members to lose their critical evaluative capabilities
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groupthink
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involves generating ideas through "freewheeling" and without criticism
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brainstorming
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involves structured rules for generating and prioritizing ideas
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nominal group technique
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involves generating decision-making alternatives through a series of survey questionnaires
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Delphi technique
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the ability to get someone to do something you want done, or the ability to make things happen or get things done the way you want
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power
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a behavioral response to the exercise of power
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influence
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the extent to which a manager can use the "right of command" to control other people
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legitimate power
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the extent to which a manager can use extrinsic and intrinsic rewards to control other people
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reward power
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the extent to which a manager can deny desired rewards or administer punishment to control other people
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coercive power
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the control over methods of production and analysis
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process power
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the access to and/or the control of information
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information power
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the formal right conferred by the firm to speak for and to a potentially important group
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representative power
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the ability to control another's behavior because of the possession of knowledge, experience, or judgement that the other person does not have but needs
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expert power
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the ability to control another's behavior because, through the individual's efforts, the person accepts the desirability of an offered goal and a reasonable way of achieving it
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rational persuasion
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the ability to control another's behavior because of the individual's desire to identify with the power source
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referent power
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the ability to control another's behavior indirectly because the individual owes an obligation to you or another as part of a larger collective interest
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coalition power
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the process by which managers help others acquire and use the power needed to make decisions affecting themselves and their work
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empowerment
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the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through nonsanctioned means; it is also the art of creative compromise among competing interests
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organizational politics
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suggests that public corporations can function effectively even though their managers are self-interested and do not automatically bear the full consequences of their managerial actions
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agency theory
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the firm's need for resources that are controlled by others
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resource dependencies
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the pattern of authority, influence, and acceptable managerial behavior established at the top of the organization
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organizational governance
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8 Ways Frederick Herzberg suggests we enrich jobs?
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1. Allow workers to plan
2. Allow workers to control 3. Maximize job freedom 4. Increase task difficulty 5. Help workers become task experts 6. Provide performance feedback 7. Increase performance accountability 8. Provide complete units of work |
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5 Core Dimensions of the Hackman and Oldham Job Characteristics Model?
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1. Skill variety
2. Task identity 3. Task significance 4. Autonomy 5. Feedback |
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3 Moderators of the Hackman and Oldham Job Characteristics Model?
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1. Growth-need strength
2. Knowledge and skill 3. "Context" satisfaction |
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Describe the 4 common ways technology has influenced the design of jobs today and to the creation of alternative work arrangements.
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1. Automation and Robotics
2. Flexible Manufacturing Systems 3. Electronic Offices 4. Workflow and Process Reengineering |
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What is the primary reason that alternative work arrangements were developed?
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To influence employee satisfaction and to help employees balance the demands of their work and non-work lives
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What are the advantages of job sharing?
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Attract talented people who would otherwise be unable to work, less burnout, and claim they feel recharged each time they report for work
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What is the disadvantage of job sharing?
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You must find two people who will work well with each other
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working most of the time from a home office and coming into IBM corporate offices only for special meetings
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flexiplace
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temporary offices are reserved for these workers during the times they visit the main office
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hoteling
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the individual works literally "from the road" and while traveling from place to place or from customer to customer by car or airplane
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virtual office
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Why is the performance management system developed so important?
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The measurement provides a basis for feedback that lets people know where they stand in terms of the organization's expectations, individual strengths and weaknesses, and possible training alternatives that can be used for developmental purposes
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1. Identify clear and measurable performance goals
2. Measure performance to assess progress 3. Provide feedback and coaching on performance results 4. Use performance appraisal for human resource management decision |
Performance Management Process
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Ex: 15 completed computer monitors per hour
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output measure
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Ex: Number of units that pass a quality control inspection per hour
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output measure
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Ex: Use of scientific methods to solve problems
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activity measure
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Ex: Quality of interactions with other scientists
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activity measure
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What is the advantage of graphic rating scales?
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Ease of use; they are efficient in the use of time and other resources, and they can be applied to a wide range of jobs
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What is the advantage of critical incident diary?
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Excellent for employee development and feedback
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What is the advantage of behaviorally anchored rating scales?
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Provides specific behavioral information that is useful for counseling and feedback
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6 most common measurement rater errors that can threaten performance appraisals?
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1. Halo error
2. Leniency error 3. Strictness error 4. Central Tendency error 5. Recency error 6. Personal Bias error |
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4 Ways companies can reduce measurement rater errors?
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1. Train raters to understand the evaluation process rationale and recognize sources of measurement error
2. Make sure raters observe ratees on an ongoing, regular basis 3. Do not have one rater rate too many ratees 4. Make sure performance dimensions and standards are stated clearly |
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Ex: Market research department
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formal group
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Ex: Product-assembly team
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formal group
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Ex: Friendship groups
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informal group
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What is the benefit of formal groups?
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Created to perform a specific task, which typically involves the use of resources to create a product such as a report, decision, service, or commodity
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What is the benefit of informal groups?
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Have the potential to speed up the workflow as people assist each other in ways that formal lines of authority fail to provide
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Getting to know each other
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forming stage
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dealing with tensions and defining group tasks
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storming stage
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building relationships and working together
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norming stage
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maturing in relationships and task performance
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performing stage
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disbanding and celebrating accomplishments
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adjourning stage
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What are the 3 types of communication networks or patterns that are common within and between groups in organizations?
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1. Decentralized
2. Centralized 3. Restricted |
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What are the assets when it comes to making decisions within a group?
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1. Information
2. Alternatives 3. Understanding and acceptance 4. Commitment |
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What are the liabilities when it comes to making decisions within a group?
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1. Social pressure to conform
2. Minority domination 3. Time delays |
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8 Ways to avoid or reduce groupthink?
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1. Assign the role of critical evaluator to each group member
2. Have the leader avoid seeming partial to one course of action 3. Create subgroups that each work on the same problem 4. Have group members discuss issues with outsiders and report back 5. Invite outside experts to observe and react to group processes 6. Assign someone to be a "devil's advocate" at each meeting 7. Write alternative scenarios for the intentions of competing groups 8. Hold "second-chance" meetings after consensus is apparently achieved |
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Includes the benefits of anonymity, greater number of ideas generated, efficiency of recording and storing for later use, and ability to handle large groups with geographically dispersed members
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computer-mediated decision making
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What are the 6 sources of position power?
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1. Legitimate
2. Reward 3. Coercive 4. Process 5. Information 6. Representative |
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What are the 4 sources of personal power?
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1. Expert
2. Rational 3. Referent 4. Coalition |
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Ex: A subordinate obeys a supervisor because the boss ordinarily knows more about what is to be done or how it is to be done that does the subordinate
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expert power
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Ex: Involves both explaining the desirability of expected outcomes and showing how specific actions will achieve these outcomes
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rational persuasion
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Ex: Obedience may occur because the subordinate likes the boss personally and therefore tries to do things the way the boss wants them done
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referent power
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Ex: Individuals negotiate trade-offs to arrive at a common position
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coalition power
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What are the 7 common "relational" influence techniques?
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1. Reason
2. Friendliness 3. Coalition 4. Bargaining 5. Assertiveness 6. Higher authority 7. Sanctions |
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Which of the common "relational" influence techniques is most popular?
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Reason
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2 Ways a manager can increase the empowerment of others?
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1. Changing Position Power
2. Expanding the Zone of Indifference |
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What are the two traditions of organizational politics?
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1. Management of influence to obtain ends not sanctioned by the organization
2. Art of creative compromise among competing interests |
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3 Self-Protection strategies individuals use?
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1. Avoidance
2. Redirecting Responsibility 3. Defending Turf |
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Ex: "playing dumb"
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Avoidance
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Ex: "passing the buck"
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Redirecting Responsibility
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Ex: Managers seeking to improve their power attempt to expand the jobs their groups perform
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Defending Turf
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Why do employees feel they must be aware of self-protection strategies?
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If the employee doesn't protect himself or herself, no one else will
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Under what 3 conditions does the resource dependence of an organization increase?
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1. Needed resources become more scarce
2. Outsiders have more control over needed resources 3. There are fewer substitutes for a particular type of resource controlled by a limited number of outsiders |
