chapter 10 .docx

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Department
Statistics
Course
STATS 120A
Professor
James Hull
Semester
Fall

Description
Chapter 9– there isn’t really much on motivation on this midterm. know the basic theories of  motivation and how they apply to the workplace.  Intrinsic vs extrinsic motivation. what would  motivate employees based on their style of motivation.  premack principle.  Know expectancy  theory and the components.   Chapter 10 employee satisfaction and commitment  Know the difference between motivation and satisfaction.  How does money interact with  motivation and satisfaction?  There is a fair amount on equity theory issues and job satisfaction.  Know the various types of incentive plans used at companies and how they work and how they  differ from each other (merit pay, bonuses, etc),   how does satisfaction interact with turnover and  what ways can we improve this.  What is employee commitment and how is it affected.  Why do  realistic job previews help with job satisfaction.  What other ways do we have to improve job  satisfaction and tenure when there is no money or when money is not working.  Know job  enlargement/enrichment/rotation/etc and what it looks like and how we use it.  How goals affect  motivation.  turnover and how to avoid it and reasons we tend to have it (and absenteeism also) Job satisfaction— the attitude an employee has toward her job Organizational commitment—the extent to which an employee identifies with and is involved with an organization Job satisfaction and organizational commitment are not the same, but highly correlated. Meta analyses indicate that satisfied employees tend to be committed to an organization and employees who are satisfied and committed are more likely to attend work, stay with an organization arrive at work on time, perform well, and engage in behaviors helpful to the organization than are employees who are not satisfied or committed. Equity theory: Components include input output and the ratio, possible situations include under payment, over payment, and equal payment. Our levels of job satisfaction and motivation are related to how fairly we believe we are treated in comparison with others. If we believe we are treated unfairly, we attempt to change our beliefs or behaviors until the situation appears to be fair. Equity theory has recently expanded into 3 organizational justices; Distributive justice: perceived fairness of the actual decisions made in an organization Procedural justice: perceived fairness of the methods used to arrive at the decision Interactional justice: perceived fairness of the interpersonal treatment employees’ receive. Ex: The extent to which the employees believe that the use of the performance appraisal, interview, and assessment center scores is fair would involve their perceptions of procedural justice. Their agreement with who got promoted involves their perceptions of distributive justice No matter how much we intrinsically like our work, equity and justice theories predict that we will become dissatisfied if rewards, punishments, and social interactions are not given equitably. If you work harder than a coworker, yet she receives a bigger raise, you are less likely to be satisfied even though money may not be the reason you are working. Individual VS Group Incentives Individual Incentive plans: Pay for performance. Merit pay. Pay for performance: pay employees according to how much they individually produce. EX is a worker who gets paid commission, or being paid for each unit of something sold. Merit Pay: merit pay systems base their incentives on performance appraisal scores rather than on such objective performance measures as sales and productivity (pay for performance). Thus, merit pay is a potentially good technique for jobs in which productivity is difficult to measure. Ex is that merit pay is used by California public transit system, and a nonprofit mental health agency. Group Incentive Plans (organization based): Profit sharing, gainsharing, stock options. Tries to get employees to participate in the success or failure of the organization. These plans reward employees for reaching group goals. Profit sharing: provide employees with a percentage of profits above a certain amount. EX in addition to their base salary, employees might receive 50% of the profits a company makes above 6%. Gainsharing: ties groupwide financial incentives to improvements (gains) in organizational performance. EX First the company monitors performance measures over some period of time to derive a baseline. Then productivity goals above the baseline are set, and the employees are told that they will receive bon
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