Exam 3

Front 1

Maslow's Theory

Back 1

we are all aroused by biological and instinctive needs and that people behave as they do in order to satisfy those needs.

Physiological, safety, love, esteem, self-actualization

Front 2

Alderfer’s theory

Back 2

Existence needs, relatedness needs, growth needs.

suggests that all three categories of needs can operate simultaneously rather than in the sequence suggested by Maslow.

Front 3

Herzberg’s theory

Back 3

the determinants of job satisfaction were different from those of job dissatisfaction.

Motivators, Hygienes

Front 4

Job characteristics theory

Back 4

Richard Hackman and Greg Oldham

motivation is determined by the joint effects of individual differences in personality and characteristics of the job

skill variety, task identity, task significance, autonomy, and feedback.

Front 5

equity theory

Back 5

J. Stacy Adams

behavior is initiated, directed, and maintained by individuals trying to preserve some internal psychological balance

stemmed in part from the earlier work of Leon Festinger, who developed the theory of cognitive dissonance

Front 6

expectancy theory

Back 6

VictorVroom

valence–instrumentality–expectancy (VIE).The major premise of this model is that people’s behaviors result from conscious choices among alternatives and that these alternatives are evaluated with respect to valence, instrumentality, and expectancy. Its basic assumption, to which its critics have objected, is that individuals are rational and make rational decisions.

expectancy-An individual’s belief about the likelihood of achieving a desired performance level when exerting a certain amount of effort.

instrumentality-The perceived relationship between the performance of a particular behavior and the likelihood that a certain outcome will result from that behavior.

valence (Value)- The expected level of satisfaction to be derived from some outcome.

Front 7

goalsetting theory

Back 7

goals affect behavior in four ways.

First, goals direct our attention to a particular task or element of a task. Second, goals mobilize on-task effort. In other words, they allow us to focus our effort appropriately to move toward their attainment.Third, goals enable us to be persistent

as we strive toward their attainment.Without goals, we would often give up and move on to something else. Finally, goals help us facilitate strategies that can be used at a higher cognitive level to move toward their attainment.

Front 8

social cognitive approaches

Back 8

Albert Bandura

The first is self-observation, which refers to the extent to which we pay attention to specific aspects of our behavior. Because we are limited processors of information, we cannot attend to all dimensions of our behavior; thus, we have to choose which ones will occupy our attention. It is through this process that we are able to monitor our behavior, performance, feedback, and goals to allow for motivational strategies to develop. The second component is self-evaluation, which accounts for the attention that individuals devote to feedback processes. Specifically, it is how we evaluate our own

Theoretical Perspectives | 243

244 | CHAPTER 9 Motivation

self-efficacy expectations Individuals’ percep- tions of their ability to successfully complete a task or attain a goal.

performance and effort.Third, self-reactions are the internal responses to self-evaluation. Some of these are affective reactions, such as being disgruntled with our performance toward a goal or being overjoyed with the progress that is being made.

Front 9

control theory

Back 9

this neg- ative feedback loop results from the comparison of performance feedback with some goal or standard. If people perceive a discrepancy between the feedback and the

standard, they are motivated to reduce that discrep- ancy in some way. The objective in such cases is to control the situation so that the feedback and the standard match—or, in control theory lingo, to keep the sensed values (feedback) in conformity with the reference value (standard).

Front 10

organizational behavior management

Back 10

The application of the principles of behavioral psychology to the study and control of individual and group behavior within organizational settings.

Front 11

Azjen’s theory of planned behavior

Back 11

people consider the implications of their actions before deciding whether to engage in a particular behavior

the determinants of an action are one’s intentions to perform the action

Front 12

What are job characteristics that predict job satisfaction?

Back 12

factors that lead to job satisfaction

Front 13

What are individual characteristics that predict job satisfaction?

Back 13

skill variety, task identity, task significance, autonomy, and feedback.

Stress and workload

Front 14

What are social factors that influence with job satisfaction?

Back 14

Supervisor relationships, Coworker relationships,Role variables,Organizational justice

Front 15

What are several measures of job satisfaction?

Back 15

Job Descriptive Index or JDI- measures satisfaction along five dimensions

Job Diagnostic Survey, or JDS- measures satisfaction as a function of pay, security, social factors, supervision, and growth.

Faces Scale, The Minnesota Satisfaction Questionnaire

Front 16

What are various factors that impact employee attendance?

Back 16

Illness, Family responsibilities, Transportation problems,

Ability to attend, Pressure to attend, job satisfaction

Front 17

Is turnover healthy or unhealthy for organizations

Back 17

Unhealthy- Cost of losing employee is 3,500 dollars at an 8/hr

Front 18

What are correlates of counterproductive behaviors?

Back 18

Any behaviors that bring, or are intended to bring, harm to an organization, its employees, or its stakeholders.

dissatisfied employees

Front 19

Describe and identify examples of the 3 components of organizational commitment.

Back 19

affective commitment

continuance commitment

normative commitment- moral commitment

Front 20

job involvement

Back 20

the extent to which employees are cogni- tively engaged in their jobs

Front 21

POS

Back 21

employees’ global beliefs concerning the extent to which the organization values their contributions and cares about their well-being.

Front 22

emotional labor

Back 22

the effort, plan- ning, and control required by employees to express organizationally desired emotions during interpersonal interactions