Mgt Ch 6

Front 1

Expectancy theory (pg 200)-

Back 1

The level of an individual's motivation depends on the strength of his/her expectation that work behavior will be valued by others and followed by an outcome that is attractive to the individual.
Includes: Expectancy, Instrumentality, Valence.

Front 2

Expectancy

Back 2

The understanding of what performance is desired and the belief that effort will lead to a desired level of performance. Does the person know what he has to do and will he be able to to accomplish the behavior desired

Front 3

Instrumentality

Back 3

An individual's subjective belief about the likelihood that performing a behavior will result in a particular outcome. . Instrumentality perception can range from zero – everyone gets the same pay no matter how hard they work and produce –to certain – everytime I sell I get 7% commission. Motivation will be high only when people believe that there will be meaningful consequences, positive or negative. Linking rewards directly to desired performance.

Front 4

Valence

Back 4

the value that one puts on the outcomes of performance

Front 5

Motivating force =

Back 5

Expectancy x Instrumentality x Valence

Front 6

Equity (pg 204)

Back 6

Refers to the workers perceptions of the fairness of outcomes they receive on the job

Front 7

Equity sensitivity =

Back 7

Equity sensitivity = when its high people care more about the outcomes based off of performance and when its low they pay more attention to the input itself. Extrinsic outcomes = pay, benefits, and Intrinsic outcomes = selfworth and feeling of accomplishement. ***distinguish between equality and equity

Front 8

Job Characteristics model

Back 8

= provides a relatively simple yet powerful explanation of why jobs are more motivating than others and how the motivation potential of a job can be enriched. People experience a job as more motivating when the job has a high degree of SKILL VARIETY, TASK IDENTITY, TASK SIGNIFICANCE, AUTONOMY, FEEDBACK.

Front 9

Combine tasks (Job enriching techniques)

Back 9

= a combination of tasks leads to a more challenging and complex work assignment because it requires people to use a wider variety of skills. (crosstraining

Front 10

Form natural work units (Job enriching techniques

Back 10

)= are implemented so that task identiry and task significance can be increased. Ex = the use of the manufacturing cell instead of straight assembly lines. Volvo built cars in small groups referred to as cells. These cells are responsible for an entire component of the vehicle like the interiror of the engine.

Front 11

Establish client relationships (Job enriching techniques)

Back 11

establish a ongoing personal relationship with employee and client or customer. Can increase autonomy

Front 12

Vertical Loading (Job enriching techniques)

Back 12

workers and their bosses share responsibility.

Front 13

Open Feedback Channels (Job enriching techniques)

Back 13

for most jobs the problem is receiving too little feedback with few obvious mechanisms available to generate such feedback.

Front 14

Negative reinforcement( consequence removed)

Back 14

) involves linking desired behaviors with the removal of undesirable consequences (PG 226) increases frequency of a desired behavior. ex = your roommates tell you they will stop nagging you if you do the dishes.

Front 15

Punishment (consequence added)–

Back 15

decrease frequency of an undesired behavior. Ex = an army sergeant has a private do 100 pushups for being late for roll call.

Front 16

Extinction (consequence removed

Back 16

reduce frequency of an undesirable behavior. Example a club president withholds laughter because she is tired of her VP always making jokes.

Front 17

Positive Reinforcement(consequence added)

Back 17

increase frequency of a desired behavior. Ex = an athletics coach gives hard working players more playing time to reward their effort.
Perceptual Actions (pg 204) -

Front 18

Hierarchy of Needs

Back 18

the most basic needs are breathing, food, water, and shelter and top out with higher human desires such as morality, creativity, spontaneity, and problem solving. The peak of the hieracrchy is called self-actualization.