Intrinsic Rewards - Answer-Positively valued work outcomes that an individual receives directly as a result of task performance.
Extrinsic Rewards - Answer-Positively valued work outcomes that are given to an individual or group by some other person or source in the work setting.
Pay for perf...
MGT 420 Exam #4 Questions with
Correct Answers
Intrinsic Rewards - Answer-Positively valued work outcomes that an individual receives
directly as a result of task performance.
Extrinsic Rewards - Answer-Positively valued work outcomes that are given to an
individual or group by some other person or source in the work setting.
Pay for performance - Answer--When pay functions well it can help organizations attract
and retain highly capable workers.
-Pay can also help satisfy and motivate workers to work hard to achieve high
performance.
-When something goes wrong with pay, negative effects on motivation performance
may occur.
***Gain Sharing - Answer-Gives workers the opportunity to earn more by receiving
shares of any productivity gains that they hep to create
Merit Pay - Answer--Compensation system that directly ties an individual's salary or
wage increase to measures of performance accomplishments during a specific time
period.
-Seeks to create a belief among employees that the way to achieve high pay is to
perform at high levels.
-Bonus - extra pay for performance that meets certain benchmarks or is above
expectations.
Profit-Sharing Plans - Answer--Reward employees for increased organizational profits.
-Criticism: organizational profit increases and decreases are not always a direct result of
employees' efforts.
Stock Options - Answer-Provide employees with an opportunity to buy shares of stock
at a future date at a fixed price.
Employee stock ownership plans (ESOPs) - Answer-Companies may give stock to
employees or allow stock to be purchased by them at a price below market value.
Skill-based pay - Answer-Rewards people for acquiring and developing job relevant
skills.
Two purposes of performance management - Answer-1) Evaluation: purpose when it
lets people know where their actual performance stands relative to objectives and
standards
, 2) Development: purpose when it provides insights into individual strengths and
weaknesses.
Performance Measurement - Answer-1) Output measures: Assess actual work results.
2) Activity measures: Assess work inputs in respect to activities tried and efforts
expended.
Measurement errors - Answer-Can reduce the reliability or validity. Example: Halo error,
Leniency error, Central tendency error, Recency error, Personal bias error.
Measurement errors examples - Answer-Halo error, Leniency error, Central tendency
error, Recency error, Personal bias error.
Performance Appraisal - Answer-Formal procedure for measuring and documenting a
person's work performance.
Comparative Methods of Performance Appraisal - Answer--Ranking
-Paired Comparisons
-Forced Distribution
Comparative Methods of Performance Appraisal: Ranking - Answer-Raters rank order
individuals from best to worst on overall performance.
Comparative Methods of Performance Appraisal: Paired Comparisons - Answer-Raters
compare each person with every other person.
Comparative Methods of Performance Appraisal: Forced Distribution - Answer-Raters
place a specific proportion of employees into each performance standard
Rating Scales - Answer-1)Graphic - Lists a variety of performance dimensions that an
individual is expected to exhibit.
2)Behavioral - Adds more sophistication by linking ratings to specific and observable
job-related behaviors.
Critical Incident Diaries - Answer-Written records that give examples of a person's work
behavior that leads to either unusual performance success or failure.
Reliability - Answer-provide consistent results each time it is used for the same person
and situation
360° Evaluation - Answer-Uses a combination of evaluations from a person's bosses,
peers, and subordinates, as well as internal and external customers and self-ratings.
Validity - Answer-actually measure dimensions with direct relevance to job performance
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