Term
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Definition
| the process of linking specific tasks to specific jobs and deciding what techniques, equipment, and procedures should be used to perform those tasks |
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Term
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Definition
| a set of principles and practices designed to increase the performance of individual employees by stressing job simplification and specialization |
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Term
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Definition
| he breaking up of the work that needs to be performed in an organization into the smallest identifiable tasks |
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Term
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Definition
| the assignment of employees to perform small, simple tasks |
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Term
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Definition
| studies that reveal exactly how long it takes to perform a task and the best way to perform it |
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Term
| Horizontal Job Loading (Job Enlargement) |
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Definition
| increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility |
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Term
| Vertical Job Loading (Job Enrichment) |
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Definition
| increasing an employee's responsibility and control over his or her work |
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Term
| Job Characteristics Model |
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Definition
| an approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics |
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Term
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Definition
| the extent to which a job requires an employee to use different skills, abilities, or talents |
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Term
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Definition
| the extent to which a job involves performing a whole piece of work from its beginning to its end |
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Term
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Definition
| the extent to which a job has an impact on the lives or work of other people in or out of the organization |
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Term
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Definition
| the degree to which a job allows an employee the freedom and independence to schedule work and decide how to carry it out |
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Term
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Definition
| Skill Variety Task Identity Task Significance Autonomy Feedback |
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Term
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Definition
| the extent to which performing a job provides an employee with clear information about his or her effectiveness |
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Term
| Motivating Potential Score (MPS) |
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Definition
| a measure of the overall potential of a job to foster intrinsic motivation |
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Term
| Experienced Meaningfulness of the Work |
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Definition
| the degree to which employees feel their jobs are important, worthwhile, and meaningful |
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Term
| Experienced Responsibility for Work Outcomes |
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Definition
| the extent to which employees feel personally responsible or accountable for their job performance |
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Term
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Definition
| the degree to which employees know how well they perform their jobs on a continuous basis |
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Term
| Richard Hackman and Greg Oldham |
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Definition
| developed the Job Characteristics Model in the 1970s |
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Term
| Core Job Dimensions effect Critical Psychological States |
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Definition
| Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of results |
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Term
| Psychological States result in Work and Personal Outcomes |
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Definition
| 1. High Intrinsic Motivation 2. High Job Performance 3. High Job Satisfaction 4. Low Absenteeism and Turnover |
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Term
| Employees' Responses to Job Design |
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Definition
1. Growth-need strength - extent to which one wants their work to contribute to personal growth, learning, and development
2. Knowledge and Skills - employees must have at appropriate level to perform jobs effectively
3. Satisfaction with the Work Context - how satisfied employees are with extrinsic outcomes |
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Term
| Social Information Processing Model |
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Definition
| an approach to job design based on the idea that information form other people and employees' own past behaviors influence employees' perceptions of and responses to the design of their jobs |
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Term
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Definition
| employees whom organizations hire or contract with on a temporary basis to fill needs for labor that change over time |
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Term
| Organizational Objectives |
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Definition
| the overarching purpose of an organization, what it stands for, and what it seeks to accomplish |
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Term
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Definition
| a theory that describes how individuals use the groups and organizations they are members of to define themselves |
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Term
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Definition
| what an individual is trying to accomplish through his or her behavior and actions |
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Term
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Definition
| difficult, specific goals, when accepted, lead to higher motivation and performance than vague, easy, or no goals |
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Term
| Limits of Goal-Setting Theory |
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Definition
| 1. When employees lack the skills and abilities needed to perform at a high level 2. When employees are given complicated and difficult tasks that require all of their action and require a considerable amount of learning 3. When employees need to be creative |
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Term
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Definition
| Inputs >> Performance (Outcome 1) >> Outcome (Outcome 2) |
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Term
| Why does goal setting work? |
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Definition
| Directs the worker's attention Exert a higher level of effort Develop action plans Persist in the face of difficulties |
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