D. Pay and Benefits (pay level and pay structure, cafeteria style benefits)

Pay level- the relative position of an organization’s pay incentive in comparison with those of other organizations in the same industry employing similar kinds of workers.

Pay structure- the arrangement of jobs into categories that reflect their relative importance to the organization and its goals, levels of skill required and other characteristics.

Cafeteria style benefit- plans from which employees can choose the benefits that they want.

E. Labour Relations (labour unions)

Labour relations- the activities that managers engage in to ensure that they have effective working relationships with the labour union that represent their employees’ interests.

The process of LR: (Desire to unionize, Campaign for certification, Recognition by the employer and labour relations board, Collective bargaining, Collective agreement, Administration of the collective agreement)

Ch. 13 Control

Describe the 4 steps in the control process.

1) establishing performance standards

2) measuring actual performance

3) comparing actual performance against performance standards

4) evaluating the results and taking corrective action if needed.

Describe and give examples of the 3 systems of control measures (feedforward, concurrent, feedback).

Feedforward- control that allows menegersto anticipate and deal with potential problems.

Concurrent- control that gives menegers immediate feedback on how efficiency inputs are being transformed into outputs sp that manegers can correct problems as they arrive.

Feedback-control, used to provide information to managers in the posrt-production stage.

Show how culture can influence how managers plan, organize, lead and control.

Ch. 8 Motivation

Define motivation.

Motivation- Psychological forces that determine the direction of a person’s behaviour in an organization, a person’s level of effort and a person’s level of persistence.

Intrinsically motivated behaviour- behaviour that is performed for its own sake.(jobs that are interesting)

Extrinsically motivated behaviour- acquire material or social rewards or to avoid punishment. ( Consequence of the behaviour, lawyer who is motivated by high salary)

Prosocially motivated behaviour- to benefit or help others.

2. Compare and contrast Abraham Maslow’s Hierarchy of Needs with Herzberg’s Hygiene/Motivator theory.

Need theories- theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.

Maslow claims 5 basic kind of needs: Psychological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs. Hierarchy of Needs- an arrangement of five basic needs that according to Maslow, motivate behaviour. Maslow proposed that the lowest level of unmet needs is the prime motivator and that only one level of needs is motivational at a time.

Herzberg ‘s motivator-hygiene theory- a need theory that distinguishes between motivator needs( related to the nature of the work itself) and hygiene needs(related to the physical and psychological context in which the work is performed). Herzberg proposed that motivator needs must be met in order to motivation and job satisfaction to be high. This theory is alo known as the 2 factor theory.

3. Describe Victor Vroom’s Expectancy theory. How can managers use this theory to understand workplace behaviours such as high or low performance levels.

Process theories- theories that explain the processes by which employee behaviour can be aroused and then directed.

Expectancy theory-depends on interrelated factors, instrumentality, valence. The theory that motivation will be high when employees believe that high levels of effort will lead to high performance and that high performance will lead to the attainment of desired oucomes.

4. Describe what is meant by feeling an underpayment inequity. What corrective actions might be taken to restore the perception of equity?

Equity theory- a theory of motivation that focuses on people’s perceptions of the fairness of their work outcomes relative to their inputs.

Equity- the justice impartiality and fairness to which all organizational members are entitled.

Inequity- lack of fairness.

Underpayment inequity- inequity that exists when a person perceives that his or her own outcome0imput ratio is less that the ratio of a referent.

Overpayment inequity-a person perceives that his or her own outcome/inputs ratio is greater that the ratio of a reference.

5. What assumption underlies Reinforcement Theory? How could a manager apply the four techniques ( Positive, Punishment, Extinction and Negative) to modify undesired workplace behaviours.

Ch. 9 Leadership

Date: 2015-12-11; view: 863