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81 Cards in this Set
- Front
- Back
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Motivation
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Psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed
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needs
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physiological or psychological deficiencies that arouse behavior
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Maslow's Hierarchy
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Physiological
safety love esteem self actualization |
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McClelland’s Need Theory
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Need for achievement
Need for affiliation Need for power |
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need for achievement
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Independently accomplish something difficult.
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need for affiliation
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people who spend time maintaining social relationships, joining groups, a nd wanting to be loved
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need for power
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An individual's desire to influence, coach, teach, or encourage others to achieve
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job design
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Set of activities that involve the alteration of specific jobs or interdependent systems of job with the intent of improving the quality of the employee job experience and productivity
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job enlargement
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putting more variety into a worker's job by combining specialized tasks of comparable difficulty
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job rotation
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Moving employees from one specialized job to another
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job enrichment
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Modifying a job such that an employee has the opportunity to experience achievement , recognition, stimulating work, responsibility and advancement.
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motivators
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Cause a person to move from a state of no satisfaction to satisfaction
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hygiene factors
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Job characteristics associated with job dissatisfaction
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Herzberg’s Motivator Hygiene model
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Examined factors responsible for job satisfaction and job dissatisfaction. It includes motivators and hygiene factors. Satifaction and dissatisfaction are not opposites, contain a zero point between.
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Intrinsic Motivation (and Model)
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Motivation caused by positive inner feelings
Includes sense of choice, sense of competence, sense of meaningfulness, sense of progress |
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Job Characteristics Model
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1. Core job characteristics
2. Critical psychological states 3. Outcomes Moderators (knowledge/skill, growth need, context satisfactions) |
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core job characteristics definition and 5 examples
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Job characteristics found in every job to some degree.
1. Skill variety 2. Task Identity 3. Task significance 4. Autonomy 5. Feedback |
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extrinsic motivation
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Motivation caused by the desire to attain specific outcomes.
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sense of choice
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Ability to use judgemen and freedom when completing tasks
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sense of competence
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Feelings of accomplishment associated with doing high quality work
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sense of meaningfulness
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task purpose is important and meaningful
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sense of progress
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Feeling that one is accomplishing something important
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Causes of job satisfaction
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Need fulfillment
Discrepancy Value attainment equity dis-positional / genetic components |
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Correlates and consequences of job satisfaction
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Motivation
Job Involvement Organizational Commitment Organizational Citizenship behavior Absenteeism Withdrawl Cognitions Turnover Perceived Stress Job performance |
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equity theory
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Model of motivation that explains how people strive for fairness and justice in social exchanges
Includes expectancy, instrumentality, and valence. |
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negative inequity
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Comparison in which another person receives greater outcomes for similar inputs
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Thresholds of equity and inequity
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People tolerate inequity differently. Benevolents, sensitives, entitleds
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equity sensitivity
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An individual's tolerance for negative and positive equity
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distributive justice
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perceived fairness of how resources and rewards are distributed
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procedural justice
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Perceived fairness of the process and procedures used to make allocation decisions
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Organizational Justice (and its components)
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Reflects the extent to which people perceive that they are treated fairly at work. Contains procedural, distributive, and interactional justice
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interactional justice
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extent to which people feel fairly treated when procedures are implemented
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Practical Lessons from Equity Theory
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Provides managers with an explantation of how beliefs and attitudes affect job performance.
Emphasizes the need for managers to pay attention to employees perceptions of what is fair. Managers benefit by allowing employees to participate in making decisions about important work outcomes Employee should be given the opportunity to appeal decisions that affect their welfare. Employees are more likely to accept and support change when fair and equitable Managers can promote cooperation and teamwork ammong group members. Treating employees inequitable can lead to litigation and court. Emplyees' perceptions of justice are strongly influenced by leadership behavior. Managers should pay more attention to the organization's climate for justice. |
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Expectancy Theory
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people are motivated in ways that produce desired combination of expected outcomes
Maximize valence, expectancy, instrumentality |
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expectancy
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belief that effort leads to a specific level of performance
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instrumentality
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performance = outcome
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valence
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value of a reward or outcome
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goal
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what an individual is trying to accomplish
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goal difficulty
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amount of effort required to meet a goal
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Goal Setting and Insights from goal setting research
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1. Difficult goals lead to higher performance
2. goal specificity 3. Feedback enhances the effect of specifc, difficult goals 4. Participative goals, assigned goals, and self-set goals are equally effective 5. Goal commitment |
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goal specificity
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quantifiability of a goal
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goal commitment
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amount of commitment to achieving a goal
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SMART Goals
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Specifc
Measurable Attainable Results oriented time bound |
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performance management
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Process through which managers ensure that employees activities and outputs contribute to the organizations goals. Includes specifying aspects of performance, aprraising performance, and providing feedback
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Criteria / objectives for effective performance management
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Fit with strategy
accuracy Validity Reliability acceptability specific feedback efficient |
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simple ranking
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ranks employees in a group from highest performer to lowest
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forced-distribution method
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assigns a certain percentage of employees to each category in a set
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paired comparison method
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Comparing each employee to one another
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graphic rating scale
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lists traits and provides a rating for each
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mixed standard scales
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uses several statements describing each trait to produce a final score for that trait
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behaviorally anchored rating scale
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Method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance.
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behavioral observation scale
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Variation of anchored rating scale which uses all behaviors necessary for effective performance to rate performance
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management by objectives
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System in which people set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organizations overall goals;
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360-degree performance appraisal,
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Combines information from almost all possible sources
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Sources of performance information
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Managers
Peers Subordinates Self Customers |
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Rating Errors
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Political (distort ratings for own benefit)
Higher evalutions to people like themselves Contrast errors occur when people are compared to eachother instead of standards Distrubutional errors- people only use one area of rating scale Halo and horns error |
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Finding solutions to performance problems
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Lack of ability- coaching, training may be necessary
Lack of motivation- positive feedback can help Lack of both |
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Giving Performance Feedback
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Schedule as soon as possible
Neutral Location Self assessment "tell an sell" vs "tell and listen" vs problem-solving |
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incentive pay
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forms of pay linked to an employee's performance as an individual, group, or organization
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Pay for individual performance
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Piecework rates
Standard hour plan Merit pay Individual Bonuses Sales commisions |
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merit pay
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Pay linked to performance appraissals
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Pay for group performance
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Gainsharing
bonuses team awrads |
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Pay for organizational performance
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Profit Sharing
Stock Ownership stock options employee stock ownership plan |
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stock options
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The right to buy a certain number of shares of stock at a specified price
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employee stock ownership plan
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Organization distributes shares of stock to it's employees by placing the stock into a trust managed on behalf of employees
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Processes that make incentives work
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Particitpation in decisions
Communication of incentives |
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Benefits required by law (know the 4 areas and what they are)
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Social Security
Unemployment Insurance Worker's Compensation insurance Family and medical leave |
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Selecting Employee Benefits
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Should take into account organization's goals, budget, and expectations of employees
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Group Development Process
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Forming
Storming Norming Performing |
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task roles
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task oriented group behavior
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maintenance roles
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relationship building group behavior
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Norms (definition and process of development
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attitude, behavior, opinion, feeling or action shared by 2 or more people that guides behavior
Explicite statements Critical events Primacy Carryover behaviors from past |
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Trust (definition and 3 dimensions)
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reciprocal faith in others' intentions and behaviors
overall trust emotional trust reliableness |
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cross-functionalism
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team made of technicaal specialists from different areas
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Social loafing (definition and explanations)
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tendenacy for individuals' effort to decrease as group size increases
equity of effort loss of personal accountability motivational loss due to sharing of rewards coordination loss as more people perform task |
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Social Contagion Aspect of Job
Satisfaction - |
The social context affects how individuals perceive their jobs. Happier (more satisfied co-workers will make you happier (more satisfied) in your job)
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Job Performance equation
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Job Performance =
Motivation X Ability X Situational Constraints |
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Goal-Setting Pitfalls
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Excessive risk taking
Increased stress Goals as ceilings rather than floors Ignoring non-goal areas Short-range thinking Dishonesty and cheating |
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Choices when inequity is perceived
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1.
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What objectives should compensation
systems accomplish? |
Strategic
Attractive Equitable Motivating Understandable |
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Pitfalls of compensation
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Poor connection of reward and behavior
Rewarding at the wrong level |
