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| are combined wih oher parts of wage and salary administration to build a complete reward system that encourages motivation. |
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| the employee identifies andcompares personal costs and rewards to determine the point at which they are approximately equal. |
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| the point at which coss and rewards are equal for a certain level of expected performance. |
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| affects employers who are engaged in interstate commerce and most employees of federal, state and local governments. |
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| also seeks to guarantee equal pay for equal work.This approach demands that reward systems be designed so people in different but comparable jobs-those of equal value to the employer-receive similar levels of pay. |
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| is a cyclical process that often consists of four steps as a way to attain desired performance |
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| OBJECTIVE SETTING, ACTION PLANNING, periodic reviews, annual evlauation |
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| joint determintation by manager and employee of appropriate levels of future perfromance for the employee, within the context of overall unit goals and resources. |
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| participative or even independent planning by the employee as to how to reach those objectives. Providing some autonomy to employees is invaluable;they are more likely to use in genuity as well as feel more committed to the plan's success. |
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| joint assessment of progress toward objectives by manager and employee, perfrmed informally and sometimes spontaneously. |
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| more formal assessment of success in achieving the employee's annual objectives, coupled with a renewal of the planning cycle. |
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| plays a key role in reward systems It is the process of evaluating the performance of employees, sharing that info with them and searching for ways to improve their performance. |
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| Appraisal is necessary in order to |
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Definition
| allocate scarce resources in a dynamic environment, motive and reward employees, give employees feedback about work, maintain fair relationships within groups and coach and develop employees and comply with regulations |
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| it is not enough for employees o put fourth effort; that effort must result in the attainment of desired outcomes. |
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| extensive feedback systems |
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| employees can fine tne their performance if hey know how they are doing in the eyes of the organization and receive this info regularly and candidly. |
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| this is a session in which the supervisor provides feedback to the employee on past performance, discusses any problems that have arisen and invites a response. |
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| this is an opportunity for the employee to be introspetive and to offer a personal assessment of his or her accomplishments, strengths, and weaknesses. |
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| total pattern of explicit and implicit leaders' actions as seen by employees |
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| centralize power and decision making in themselves. they structure the complete work situation for their employees, who are expected to do they are told and not htink for themselves. |
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| approach one or more employees and ask them for input prior to making a decision. |
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| clearly decentralize authority. Decisions are not unilateral, as with the autocrat, because they use inputs from followers and participation by them. |
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| leads to both improved performance and improved atitudes-if handled properly by the manager. |
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| this is he process of systematically gathering data on a person's skills, abilities, and bheaviorsfrom a variety of sources-the manager, peers, subordinates and even customers or clients. These perspecives are examined to see where problems exist in he eyes of one or more groups. |
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| the provision of approval or admiration for an employee's positive qualities or worthwile achievements. |
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| he process by which people interpret and asign causes for their own and others' behavior. |
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| claiming undue credit for their success and minimizing their own responsiblity for problems. |
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| fundamental attribution bias |
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Definition
| is oftenexhibited when judging others. People tend to attribute others' achievements to good luck or easy tasks and they assume others failed to try hard enough or simply lacked personal characteristics if they failed. |
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| people tend to perceive what they expect to perceive. |
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| suggests that a manager's expectations for an employee may cause the manager to treat theemployee differently and that the employee will then respond in a way that confirms the initial expectations |
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| which high expectations by employees themselves lead to high performance. |
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| a belief that employee performance can be managed and improved, whether it comes about goal setting, a streamlined organizational structure, better technology, new arrangements of working schedules, high involvement of employees or better motivation of employees. |
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Term
| economic incentive system |
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Definition
| some type can be applied to almost any job. The basic idea is to induce a high level of individual, group or org performance by making an employee's pay contingent on one or more of these dimensions. |
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| comprehensive reward system that uses different bases f pay to accomplish various objectives(retention, production and teamwork) |
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Definition
| provides a simple, direct connection between performance and reward |
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Definition
| are a form of merit pay, provide more pay for more output orresuls, often referred to as pay for performance. |
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| the process of determining the standard output for each job, which becomes the fair day's work for the invidivdual. |
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| when employees are able to reach standard output with less than reasonable levels of effort. |
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| workers limit their production and thus defeat the purpose of the incentive. |
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| a system that distributes to employees some portion of the profits of business, either immediately or deferred until a later date. |
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Definition
| estabilishes a historical base period of organizational performance, measures improvements, and shares the gains with employees on some formula basis. |
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| rewards individuals for what they know how to do. Employees are paid for the range, depth and types of skills in which they demonstrate capabilities. |
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| the process of influencing and supporting others to work enthusiastically towardachieving objectives. |
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| physical, intellectual or personality characteristics-that differed between leaders and nonleaders or between successful and unsuccessful leaders. |
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| refers to a person's knowledge of and ability in any type of process or technique |
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| the ability to work effectively with people and to build teamwork. |
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Definition
| the ability to think in terms of models, frameworks, and broad relationships, such as long range plans. |
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| clearly decentralize authority. Decisions are unilateral as with the autocrat, because they use inputs from followers and participation by them. |
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| also known as employee orientation. concerned about human needs of their employees. They try to build teamwork, provide psychological support and help employees with their personal problems. |
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| tak orientation. Beleive they get results by keeping people constantly busy, closely monitoring employee actions, ignoring their personal issues and emotions and urgin them to produce at ever higher levels. |
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| an invisible barrier that prevented many females from reaching important positions. |
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| tool for identifying a manager's own style. |
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| developed by fred fielder. Builds upon the previous distinction between task and employee orientation and suggests that the most appropriate leadership style depends on whether the overall situation is favorable, unfavorable, or in an intermediate stage of favorability. |
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Definition
| determined by the manner in which the leader is acceped by the group. |
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| reflects the degree to which one specific way is required to do the job. |
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| describes the organizational power that goes with the position the leader occupies. |
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| the task specific combination of an employee's task competence and motivation to perform. |
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| states that the leader's job is to use structure, support, and rewards to create a work environment that helps employees reach the organization's goal. |
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Definition
| help assemble resources, budgets, power and other elements taht are essential to get the job done. |
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| alternative beliefs about whether the employee's achievements are the product of his or her own effort. |
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| self perceived task ability |
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Definition
| employees who have high confidence in their potential wil lreact most favarbly to a supportie leader. |
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Term
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Definition
| selecting among various degrees of leadership was developed by v.h. vroom and others. |
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| attributes of subordinates, tasks and organizations that actually interfere with or diminish the leader's attempts to influence employees. |
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| are factors that make leadership roles unnecessary through replacing them with other sources. |
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| elements that amplify a leader's impact on the employees. |
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| process of finding order in complex or ambiuous situations, requiring situational awareness, data gathering from multiple sources, the two way act of fitting data into a mental model and or adapting a mental to fit the data, and checking others on an ongoing basis to gain from their perspectives. |
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Definition
| any process that provides greater autonomy to employees through the sharing of relevant info and the provision of control over factors affecing job performance. |
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| the mental and emotional involvement of people in group situations that encourages them to contribute to group goals and share responsiblity for them. |
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| rests on the conclusion that highly non particpative jobs cause both psychological and physical harm to employees in the long run. |
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| leader member exchange model |
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| suggests that leaders and their followers develop a unique reciprocal relationship. |
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| for any depatment is its area of discretion after all restraints have been applied. |
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| combination of two personal abilities-self awareness and self management and two compentencies-social awareness and relationship management. |
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| voluntary groups taht receive training in process improvements and problem solving skills and then meet to produce ideas for improving producivity and working conditions. |
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Definition
| gets every employee involved in the process of searching for continous improvements in their operations |
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Definition
| natural work groups that aregiven a large degree of decision making autonomy; they are expected to control their own behavior and results. |
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| emerges when employees provide the captial to purchase control of an existing operation. |
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| help others attain relevant goals while developing their skills and abilities. |
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| belief that they deserve thigs b/c society owes it to them. |
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Definition
| occurs in both directions between job and life satisfaction. |
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Definition
| the degree to which employees immerse themselves in their jobs, invest time and energy in them and view work as a central part of their overall lives. |
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| organizational commitment |
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| the degree to which an employee identifies with the organization and wants to continue actively participating in it. |
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Definition
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| unauthorized absences, early departures, extended breaks, or work slowdowns. |
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| performance satisfaction effort loop |
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Definition
| level of satisfaction leads to either greater or lesser commitment, which then affects effort and eventually affects performance again. |
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Definition
| the proprtion of employees leaving an organization during a given time period. |
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Definition
| caused by legitimate medical or personal reasons |
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Definition
| occurs when employees come to work despie troublesome physical and emotional health conditions that substantially affect their work performance. |
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| org citizenship behaviors |
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Definition
| are discretionary and helpful actions above and beyond the call of duty that promote the organization's success. |
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Definition
| present a choice of answers in such a way that employees simply select and mark the answers that best represent their own feelings. |
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Definition
| seek responses from employees in their own words. |
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Definition
| the capacity of a urvey instrument to produce consistent results, regardless of who administers it or when someone responded o it. |
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Definition
| thecapaciy to measure what they claim to measure. |
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| legitmacy of org influence |
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Definition
| has been developed from reasearch. Two key variables are where i occurs and he degree of job relatedness. |
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Definition
| have emerged through advances in computer technology. |
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| takes many forms, including automatic counting of key strokes made by data entry personnel, remote observations of the screens of desktop computer operators, surreptitious reading of an employee's email, etc. |
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Definition
| integrity tests, attempt to get the respondent to disclose info about his or her pervious or prospective honesty. |
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Definition
| method usually consists of a brief motor skills test performed on a computer. |
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| identifies harmful substances in the workplace, examines their effects on the genetic makeup of employees and provides the basis for corrective action. |
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| management action to enforce organizational standards. |
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| action taken to encourage employees to follow standards and rules so infractions don't occur. |
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| action that follows infracion of a rule; it seeks to discourage further infractions so future acts wil be in compliance with standards. |
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| means there are stronger penalties for repeated offenses. |
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| has two dimensions-breadth and depth. |
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| # of different tasks an individual is directly responsible for. |
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| employees with narrow job breadth were sometimes given a wider variety of duties in order to reduce their monotomy. |
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Definition
| involves periodic assignment of an employee to completely different sets of job activites. |
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| takes a differen approach by adding additional motivators ot a job to make it more rewarding. |
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Definition
| skill variety, task identity, task significance, autonomy and feedback. |
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Definition
| alows employees to perform different operations that often require different skills. |
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Definition
| allows employees to perform a complete a piece of the work. |
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| refers to the amount of impact as perceived by the worker tha the work has on other people. |
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| it is the job charactersistic that gives employees some discretion and control over job related decision and it appears to be fundamental in building a sense of responsiblity in workers. |
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Definition
| consists of the total costs thatt a person's group believes an individual should pay for the privileges of full acceptance and continuing membership in it. |
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Definition
| occurs when employees fail to exhibit concern and regard for others-or worse disrespect each oher on the job. |
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Definition
| both parties perceive they are in a better position than they are were before the conflict began. |
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Definition
| can be viewed as a resolution approach, since this method addresses the basic differences involved and eventually removes them through creative problem solving. |
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Definition
| process of expressing feelings asking for legitimate changes and giving and receiving honest feedback. |
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| interpersonal facilitation |
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Definition
| the capacity to focus on tohers' personal needs, sensitiveness, and idiosyncrasies and then work to keep conflict under control and collaborationhigh among team members. |
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Definition
| defined as any act of recognition for another. |
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Definition
| feel good when they are received and they contribute to the recipiens sense of ewell being and self esteem. |
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Definition
| hurt physcially oremotionally and make recipients feel less proud of themselves. |
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Definition
| a message in which a person sends or receives a combination of both positive and negative messages; it is thus often unclear what the overall inten was meant to be. |
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Definition
| presented without any connection to behavior. |
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Definition
| personal power, legitimate power, expert power, reward power,coercive power. |
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Definition
| refereant power or charismatic power comes from each individually. it is the aiblity of leaders to develop followers fro m the strength of their own personalities |
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Definition
| known as position power and official power comes from higher authority. |
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Definition
| known as the authority of knowledge comes from specialized learning. |
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Definition
| the capacity to control and administer items valued by another. It arises from an individual's ability to give pay raises recommend somene for promotion or transfer or even make favorable work assignments. |
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Definition
| the capacity to punish another or at least create a perceived threat to do so. |
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| in society where two people in a continuing relationship feel a strong obligation to repay their social debts to each other. |
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Definition
| consists of positioning oneself for visiblity aming sure that others knowabout your success and practicing skills of one upmanshp over others. |
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Definition
| ability to protect and enhance their self imagewhile intentionally affecting another's assessment of them. |
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