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30 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Expectancy Theory
Major Components: Valence, Instrumentality, Expectancy |
Valence – attractiveness of outcomes
Instrumentality – perceived relationship between performance and outcomes Expectancy – perceived relationship between effort and performance Know basic model presented in class (abbreviated version of Figure 6.7) |
Limitations:- Can focus attention so narrowly as to reduce citizenship behaviors.
- Can lead to unethical attempts to achieve goals (especially when coupled with extrinsic rewards). |
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Equity Theory
Know basic model/framework as discussed in class (comparison of outcome/input ratios for self versus referent) Know specific ways that individuals respond to under-reward inequity and over-reward inequity. |
Under-Reward Inequity (Felt Negative Inequity) vs. Over-Reward Inequity (Felt Positive Inequity)
Behavioral Responses to Inequity vs. Psychological Responses to Inequity Payment by Time (Fixed Interval Schedules) vs. Payment by Production (Continuous / Fixed Ratio Schedules) Equity Sensitivity -- Benevolents, Sensitives, Entitleds |
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Goal-Setting Theory
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Important Characteristics: Goal Specificity, Goal Difficulty, Goal Acceptance, Task Feedback
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Management-By-Objectives (MBO) – pp. 136-137
Process: (1) Participative Goal Setting, (2) Autonomous Implementation, (2) Feedback on Goal Attainment Application of goal-setting often used with white-collar (professional) employees. |
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D. Job Design Approaches to Motivation
- The best types of job design are able to accomplish three goals simultaneously: |
(1) allows the organization to meet its needs for high performance, (2) offers a good fit with individuals’ knowledge, skills, and abilities, and (3) provides opportunities for individuals to be satisfied with their jobs.
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Scientific Management
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- focused on job simplification and job specialization
- focused on working more efficiently, with the assumption that the primary motivation for work is extrinsic - creates jobs that often result in: low levels of intrinsic motivation, low quality work, and low levels of satisfaction |
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Herzberg's Motivator-Hygiene Theory (Two-Factor Theory)
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- Hygiene factors focused on the work context (hygiene factors are associated with the dissatisfaction continuum)
- Motivator factors focused on job content (motivator factors are associated with the satisfaction continuum) - While the theory was not accurate as specified, it helped to increase the focus on intrinsic motivation and job design. |
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Horizontal Job Loading
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Job Enlargement – increases task variety by incorporating multiple tasks into one job
Job Rotation – increases task variety by periodically shifting workings among tasks |
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Vertical Job Loading
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Job Enrichment – enhances job content by building more responsibility and growth opportunities into the job
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****Job Characteristics Model – See Figure 8.2 (p. 130) – Know this model in detail!!!
1.Five Core Job Characteristics: |
Skill Variety
Task Identity Task Significance Autonomy Feedback |
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2.Critical Psychological States:
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Meaningfulness
Experienced Responsibility Knowledge of Results |
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3.Work Outcomes:
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High Intrinsic Motivation
High Work Quality High Satisfaction Low Absenteeism & Turnover |
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4.Key Moderators:
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Growth-Need Strength
KSAs (Knowledge-Skills-&-Abilities) Context Satisfaction |
MPS (Motivating Potential Score) = ((SV+TI+TS)/3)*A*F
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STRESS: A. Important Sources of Stress (Antecedents of Stress)
General Stressors – can influence work performance due to the spillover effect: |
Life Changes
Interpersonal Relations Work-Life Conflict |
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Work-Related Stressors:
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Role Characteristics (p. 165): Role Overload, Role Conflict, & Role Ambiguity
Job Characteristics: Task Demands, Responsibility for Others, Lack of Control, Job Insecurity, Harassment, Dangerous Jobs, Emotional Labor |
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The effects of stressors tend to be additive or cumulative. Three keys characteristics of stressors that determine the extent to which stress is likely to be harmful are:
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(a) the number of stressors, (b) the intensity of the stressors
(c) the duration of the stressors. |
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Herzberg's Motivator-Hygiene Theory (Two-Factor Theory)
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- Hygiene factors focused on the work context (hygiene factors are associated with the dissatisfaction continuum)
- Motivator factors focused on job content (motivator factors are associated with the satisfaction continuum) - While the theory was not accurate as specified, it helped to increase the focus on intrinsic motivation and job design. |
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Horizontal Job Loading
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Job Enlargement – increases task variety by incorporating multiple tasks into one job
Job Rotation – increases task variety by periodically shifting workings among tasks |
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Vertical Job Loading
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Job Enrichment – enhances job content by building more responsibility and growth opportunities into the job
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****Job Characteristics Model – See Figure 8.2 (p. 130) – Know this model in detail!!!
1.Five Core Job Characteristics: |
Skill Variety
Task Identity Task Significance Autonomy Feedback |
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2.Critical Psychological States:
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Meaningfulness
Experienced Responsibility Knowledge of Results |
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3.Work Outcomes:
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High Intrinsic Motivation
High Work Quality High Satisfaction Low Absenteeism & Turnover |
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4.Key Moderators:
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Growth-Need Strength
KSAs (Knowledge-Skills-&-Abilities) Context Satisfaction |
MPS (Motivating Potential Score) = ((SV+TI+TS)/3)*A*F
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STRESS: A. Important Sources of Stress (Antecedents of Stress)
General Stressors – can influence work performance due to the spillover effect: |
Life Changes
Interpersonal Relations Work-Life Conflict |
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Work-Related Stressors:
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Role Characteristics (p. 165): Role Overload, Role Conflict, & Role Ambiguity
Job Characteristics: Task Demands, Responsibility for Others, Lack of Control, Job Insecurity, Harassment, Dangerous Jobs, Emotional Labor |
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The effects of stressors tend to be additive or cumulative. Three keys characteristics of stressors that determine the extent to which stress is likely to be harmful are:
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(a) the number of stressors, (b) the intensity of the stressors
(c) the duration of the stressors. |
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Behavioral: activity-based consequences
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There are a number of work-related consequences of stress including increased absenteeism, increased turnover, poorer quality work, poorer decision making, increased accident rates, and ultimately, if stress is too high, poorer work performance. (Up to a certain point, stress enhances productivity. This is called constructive stress (eustress)
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Beyond that point, higher levels of stress hurt productivity. This is called destructive stress (distress). Ultimately, then, there is an inverted-u-shaped relationship between stress and productivity.)
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When stress remains high for extended periods of time, then burnout may result. Burnout is characterized by three inter-related components:
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Emotional Exhaustion Depersonalization of the Job Feelings of Low Personal Accomplishment
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Individual-Level Coping Mechanisms
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Problem-Focused – work to reduce or eliminate stressors
Emotion-Focused – work to reduce either the amount of felt stress or reduce the negative consequences of stress |
Palliative – a sensory and generally dysfunctional type of coping that is a subcategory of emotion-focused coping tactics
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Organizational-Level Coping Mechanisms
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Problem-Focused Tactics
Emotion-Focused Tactics |
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Cognitive Adaption theory - 3 parts
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Search for meaning stage - Understanding why, causal attributions
Greater significance Gaining a sense of Mastery - Locus of control Process of self enhancement - Downward social comaprisons |
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