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Multi lesson 6

Multi lesson 6
36問 • 3年前
  • rhyzza sanpedro
    • 通報

    問題一覧

  • 1

    o Symbol of achievement/status; motivator; performance indicator; anxiety source/avoider

    Money

  • 2

    o Money is perceived as (a) not evil, (b) symbol of achievement/power, (c) budget carefully

    Strong money ethics

  • 3

    o Money importance increases with power distance

    Cultural differences

  • 4

    - Fixed wages, seniority increases

     Membership/Seniority Based Rewards

  • 5

    - Includes job evaluation and status perks

     Job Status-Based Rewards

  • 6

    - employees paid more within the band by acquiring and demonstrating more competencies

    1. Broad competency-based pay bands

  • 7

    - employees paid more with number of skill modules learned

    Skill-based pay

  • 8

    - Bonuses, commissions, piece rate systems

     Individual rewards

  • 9

    - Mostly bonuses, also gainsharing plans

    Team rewards

  • 10

    - Organizational bonuses, ESOPs, stock options, profit-sharing

    Organizational rewards

  • 11

    - Assigning tasks to a job, including the interdependency of those tasks with other jobs

    Job design

  • 12

    to create jobs that can be performed efficiently yet employees are motivated and engaged

    Organizations goal

  • 13

    - Dividing work into separate jobs, each with a subset of tasks to complete the product/service

     Job Specialization and Scientific Management

  • 14

    - Moving from one job to another

    Job rotation

  • 15

    - Adding tasks to an existing jo

    Jon enlargement

  • 16

    - Giving employees more responsibility for scheduling, coordinating, and planning work

    Job enrichment

  • 17

    - Stitching highly interdependent tasks into one job - e.g., video journalist, assembling entire product

    Natural grouping

  • 18

    - Directly responsible for specific clients - Communicate directly with those clients

    Establishing client relationship

  • 19

    Employees feel they have freedom and discretion

    Self determination

  • 20

    Employees believe their work is important

    Meaning

  • 21

    Employees have feelings of self efficacy

    Competence

  • 22

    Employees feel their actions influence success

    Impact

  • 23

    o Possess required competencies, can perform the work, can handle decision making demands

     Individual factors

  • 24

    o Autonomy, task identity, task significance, job feedback

    Job design factors

  • 25

    o Resources, learning orientation, trust

     Organizational factors

  • 26

    - The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task

    Self leadership

  • 27

    - Includes concepts/practices from goal setting, social cognitive theory, and sports psychology

    Self leadership

  • 28

    - Set goals for your own work effort - Apply effective goal setting practices - Requires a high degree of self-awareness

    1. Personal Goal Setting

  • 29

    increases self-efficacy

    - Self-talk

  • 30

    a. mentally practicing a task and anticipating obstacles b. visualizing successful task completion

    Mental imaginery

  • 31

    - Self-talk – increases self-efficacy - Mental imagery

    Constructive thought patterns

  • 32

    - Finding ways to make the job more motivating

    Designing natural rewards

  • 33

    - Keeping track of one’s progress toward a self-set goal

    Self monitoring

  • 34

    - Using naturally-occurring feedback - Designing feedback systems

    Self monitoring

  • 35

    - “Taking” a reinforcer only after completing a self-set goal

    Self reinforcement

  • 36

    - Apply effective goal setting practices - Requires a high degree of self-awareness

    Personal goal setting

    • Tourpol

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    問題一覧

  • 1

    o Symbol of achievement/status; motivator; performance indicator; anxiety source/avoider

    Money

  • 2

    o Money is perceived as (a) not evil, (b) symbol of achievement/power, (c) budget carefully

    Strong money ethics

  • 3

    o Money importance increases with power distance

    Cultural differences

  • 4

    - Fixed wages, seniority increases

     Membership/Seniority Based Rewards

  • 5

    - Includes job evaluation and status perks

     Job Status-Based Rewards

  • 6

    - employees paid more within the band by acquiring and demonstrating more competencies

    1. Broad competency-based pay bands

  • 7

    - employees paid more with number of skill modules learned

    Skill-based pay

  • 8

    - Bonuses, commissions, piece rate systems

     Individual rewards

  • 9

    - Mostly bonuses, also gainsharing plans

    Team rewards

  • 10

    - Organizational bonuses, ESOPs, stock options, profit-sharing

    Organizational rewards

  • 11

    - Assigning tasks to a job, including the interdependency of those tasks with other jobs

    Job design

  • 12

    to create jobs that can be performed efficiently yet employees are motivated and engaged

    Organizations goal

  • 13

    - Dividing work into separate jobs, each with a subset of tasks to complete the product/service

     Job Specialization and Scientific Management

  • 14

    - Moving from one job to another

    Job rotation

  • 15

    - Adding tasks to an existing jo

    Jon enlargement

  • 16

    - Giving employees more responsibility for scheduling, coordinating, and planning work

    Job enrichment

  • 17

    - Stitching highly interdependent tasks into one job - e.g., video journalist, assembling entire product

    Natural grouping

  • 18

    - Directly responsible for specific clients - Communicate directly with those clients

    Establishing client relationship

  • 19

    Employees feel they have freedom and discretion

    Self determination

  • 20

    Employees believe their work is important

    Meaning

  • 21

    Employees have feelings of self efficacy

    Competence

  • 22

    Employees feel their actions influence success

    Impact

  • 23

    o Possess required competencies, can perform the work, can handle decision making demands

     Individual factors

  • 24

    o Autonomy, task identity, task significance, job feedback

    Job design factors

  • 25

    o Resources, learning orientation, trust

     Organizational factors

  • 26

    - The process of influencing oneself to establish the self-direction and self-motivation needed to perform a task

    Self leadership

  • 27

    - Includes concepts/practices from goal setting, social cognitive theory, and sports psychology

    Self leadership

  • 28

    - Set goals for your own work effort - Apply effective goal setting practices - Requires a high degree of self-awareness

    1. Personal Goal Setting

  • 29

    increases self-efficacy

    - Self-talk

  • 30

    a. mentally practicing a task and anticipating obstacles b. visualizing successful task completion

    Mental imaginery

  • 31

    - Self-talk – increases self-efficacy - Mental imagery

    Constructive thought patterns

  • 32

    - Finding ways to make the job more motivating

    Designing natural rewards

  • 33

    - Keeping track of one’s progress toward a self-set goal

    Self monitoring

  • 34

    - Using naturally-occurring feedback - Designing feedback systems

    Self monitoring

  • 35

    - “Taking” a reinforcer only after completing a self-set goal

    Self reinforcement

  • 36

    - Apply effective goal setting practices - Requires a high degree of self-awareness

    Personal goal setting