Ch 7 - Creating a Motivating Work Setting

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  1. Job Design
    The process of linking specific tasks to specific jobs and deciding what technique, equipment, and procedures should be used to perform those tasks.
  2. Scientific Management
    A set of principles and practices designed to increase the  performance of individual employees by stressing job simplification and specialization.
  3. Job Simplification
    the breaking up of the work tha tneeds to be performned in an organization in to the smallest identifiable tasks.
  4. Job Specialization
    The assignment of employees to perform small, simple tasks.
  5. Time and Motion Studies
    Studies that reveal exactly how long it takes to perform a task and the best way to perform it.
  6. Job Enlargement
    Increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility; also called horizontal job loading.
  7. Job Enrichment
    Increasing an employee's responsibility and control over his or her work: also called vertical job loading.
  8. Job Characteristics Model
    An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics.
  9. Skill Variety
    The extent to which a job requires an employee to use different skills, abilities, or talents.
  10. Task Identity
    The extent to which a job involves performing a whole piece of work from its beginning to its end.
  11. Task Significance
    The extent to which a job has an impact on the lives or work of other people in or out of the organization.
  12. Autonomy
    The degree to which a job allows an employee the freedom and independence to schedule work and decide how to carry it out.
  13. Feedback
    the extent to which performing a job provides an employee with clear information about his or her effectiveness.
  14. Motivating Potential Score (MPS)
    A measure of the overall potential of a job to foster intrinsic motivation.
  15. Experienced Meaningfulness of the Work
    the degree to which employees feel their jobs are important, worthwhile, and meaningful.
  16. Experienced Responsibility for Work Outcomes
    The extent to which employees feel personally responsible or accountable for their job performance.
  17. Knowledge of Results
    The degree to which employees know how well they perform their jobs on a continuous basis.
  18. Social Information Processing Model
    An approach to job design based on the idea that information from other people and employees' own past behaviors influence employees' perceptions of and responses to the design of their jobs.
  19. Organizational Objectives
    The overarching purpose of an organization, what it stands for, and what it seeks to accomplish.
  20. Social Identity Theory
    A theory that describes how individuals use the groups and organizations they are members of to define themselves.
  21. Goal
    What an individual is trying to accomplish through his or her behavior and actions.
  22. Goal-Setting Theory
    A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and why goals have these effects.
  23. Management by Objectives (MBO)
    A goal-setting process in which manager meets with his or her supervisor to set goals and evaluate the extent to which previously set goals have been achieved.
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Ch 7 - Creating a Motivating Work Setting
2014-02-16 21:21:57
Creating a Motivating Work Setting
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