Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
34 Cards in this Set
- Front
- Back
|
5 core dimensions of Job Characteristic Model |
Skill variety Task Identity Task Significance Autonomy Feedback |
|
|
Period shifting of an employee from one task to another |
Job Rotation |
|
|
Increasing the number and variety of tasks |
Job enlargement |
|
|
Increasing the degree to which the worker controls the planning, execution and evaluation of work |
Job enrichment |
|
|
Alternate Work Arrangements |
Flextime Job Sharing Telecommuting |
|
|
How can jobs be redesigned |
Job rotation Job enlargement Job enrichment |
|
|
Some discretion over when worker starts and leaves |
Flextime |
|
|
Two or more individuals split a traditional job |
Job sharing |
|
|
Work remotely at least two days per week |
Telecommuting |
|
|
A participative process that uses the input of employees to increase their commitment to the organization's success |
Employee involvement |
|
|
Two types of employee involvement |
Participative management Representative participation |
|
|
Subordinates share a significant degree of decision making power with superiors |
Participative management |
|
|
Required conditions of participative management |
Issues must be relevant Employees must be competent and knowledgeable All parties must act in good faith |
|
|
Workers are represented by small groups of employees who participate in decision affecting personnel |
Representative Management |
|
|
Representative management |
Work councils Board membership |
|
|
Major strategic rewards decisions |
What to pay employees How to pay individual employees What benefits to offer Employee Recognition Program |
|
|
Worth of the job to the organization |
Internal equity |
|
|
External competitiveness of an organizations pay relative to pay elsewhere in its indusry |
External equity |
|
|
Need to establish a pay structure Balance between internal and external equity Strategic decision with trade offs |
What to pay employees |
|
|
Bases a portion of the pay of a given measure of performance HOW TO PAY INDIVIDUAL EMPLOYEES |
Piece-Rate Pay Merit-Based Pay Bonuses Skill-Based Pay Profit-sharing plans Gainsharing GainsharingEmployee stock ownership plans Employee stock ownership plans
|
|
|
Workers are paid a fixed sum for each unit of production completed |
Piece-Rate Pay |
|
|
Pay is based on individual performance appraisal ratings |
Merit-Based Pay |
|
|
Rewards employees for recent performance |
Bonuses |
|
|
Pay is based on skills acquired instead of job title or rank |
Skill-Based Pay |
|
|
Organization-wide programs that distribute compensation based on an established formula designed around profitability |
Profit-sharing plans |
|
|
Compensation based on sharing of gains from improved productivity |
Gainsharing |
|
|
Plans in which employees acquire stock often at below market prices |
Employee stock ownership plans |
|
|
Each employee creates a benefit package tailored to their own needs and situation |
What benefits to offer |
|
|
What benefits to offer |
Modular plans Core-plus plans Flexible spending plans |
|
|
Pre designed packages to meet the needs of a specific group |
Modular plans |
|
|
Core of essential benefits a d menu of options to choose from |
Core-plus plans |
|
|
Full choice from menu of options |
Flexible spending plans |
|
|
How to recognize employees |
Employee recognition programs |
|
|
Most powerful workplace motivator and the least expensive |
Recognition |
