Professional Documents
Culture Documents
Intrinsic rewards – positively valued work Critical incidents diaries – written records of a
outcomes as result of performance person’s work behavior
Merit pay – directly ties a salary increase to Reliable appraisal system must be:
measure accomplishments
Reliable – provide consistent results
Bonus – extra pay for performance above each time
expectations Valid – actually measures dimensions
with direct relevance to job
Gain sharing – workers earn more by receiving
shares Measurement errors that reduces reliability:
Profit-sharing plans – reward employees for Halo error
increased organizational profits Leniency error
Central tendency
Stock options – provides employees to buy
Recency
shares of stocks
Personal bias
Employee stock ownership plans – companies
may give stocks to employees at below market Job design – managers plan and specify job
value tasks and work arrangement
Skill based pay – rewards people for developing Scientific management – create management
job relevant skills practices that would increase efficiency at work
Synergy – creation of whole that is greater than 5. Adjourning stage – team is able to
sum of its parts. Individual can accomplish work disband when work is finished
alone. Technical demands of a task – level of difficulty ,
Common team challenges: information requirements of a task
Social loafing – people work less hard in a group FIRO-B theory – identifies differences in how
than they work individually people relate to each other at a group
Social facilitation theory – one’s behavior is Status – person’s relative rank or social standing
influenced by presence of others in a group Status congruence – persons position in a team
Positive result – individual is proficient with the is equivalent to hi/her position outside the
task at hand team
Negative result – task is unfamiliar; person lacks Team diversity – different values, experiences,
skills cultures among members