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43 Cards in this Set
- Front
- Back
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Organizational psychology |
Systematic study of dispositional and situational variables that influence the behaviors and experiences of individuals and groups at work |
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Work motivation |
-Drives people to behave in a way that energizes, directs, and sustains their work behavior -Motivation and performance are not the same |
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Energizes (work motivation) |
Results in the expenditure of effort |
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Directs (work motivation) |
Effort is channeled towards a particular object/place |
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Sustains (work motivation) |
Effort over a period of time |
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Three categories of motivation theories |
-Need-motive-value theories -Cognitive choice theories -Self regulation theories |
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Need-motivation-value theories |
Emphasize the role of personality traits, stable dispositions, needs, and values |
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Cognitive choice theories |
Assumes people are active decision makers who strive to be rational in choosing what to do and how much effort to exert |
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Self regulation theories |
Proposes manner in which individuals monitor their own behaviors and make adjustments to those behaviors in pursuit of goals |
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Maslow's Hierarchy of Needs Theory |
-Need-motive-value theory -Assumes that people are aroused by biological and instinctive needs and that they behave in order to satisfy their needs first -Suggest humans are motivated by lower-order needs; when those are met, higher-order needs become more important motivators |
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Maslow's Hierarchy (highest to lowest order) |
-Self Actualization -Esteem -Love -Safety -Physiological |
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Alderfer's ERG Theory |
-Need-motive-value theory -Satisfaction is an internal state resulting from attainment of one's goals -Three categories of needs (existence, relatedness, and growth) |
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Herzberg's Two-Factor Theory |
-Need-motive-value theory -Determinants of job satisfaction are different than those of job dissatisfaction -Consistent with positive psychology -Defines motivators and hygienes |
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Motivators (Two-Factor Theory) |
-Factors that lead employees to be satisfied and motivated by jobs (recognition, interesting work) -Relate to the top 3 Maslow needs |
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Hygienes (Two-Factor Theory) |
-Related to job context (salary, working conditions, supervision) -Relate to the bottom 2 Maslow needs |
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Job Characteristic Theory |
-Need-motive-value theory AND intrinsic motivation theory -Motivation is determined by the joint effects of individual differences in personality and characteristics of the job -Job dimensions -> psychological state -> work outcomes |
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Five Job Dimensions (Job Characteristics Theory) |
-Skill variety -Task identity -Task significance -Autonomy -Feedback |
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Psychological States (Job Characteristics Theory) |
-Meaningfulness: Influenced by skill variety, task identity, and task significance -Responsibility: Influenced by autonomy -Knowledge of results: Influenced by feedback |
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Intrinsic Motivation Theories |
-Emphasis on personal master and control |
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Cognitive Evaluation Theory |
-Intrinsic motivation theory -Individuals adopt either an intrinsic or extrinsic motivation orientation |
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Self-Determination Theory |
-Intrinsic motivation theory -Social context events that enhance perceptions of competence improve intrinsic motivation |
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Over Justification Effect (Self-Determination Theory) |
Provision of external reinforcement reduces intrinsic motivation |
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Equality Theory |
-Cognitive Choice Theory -People's perceptions and beliefs about the fairness of their treatment at work affect their motivation, attitudes, and behaviors -Comparison of their inputs and what outcomes they receive to others' -Empirical support is mixed |
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What employees can do to reduce inequality |
-Change inputs -Change outcomes -Alter perceptions |
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Equity Sensitivity |
People differ in their sensitivity to over reward or under reward situations |
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Expectancy Theory (Vroom) |
-Cognitive choice theory -People's behaviors result from conscious choices among alternatives, which are evaluated on valence, instrumentality, and expectancy -Motivation is a multiplicative function of these three elements; meaning if one is zero there is no motivation |
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Valence (Expectancy Theory) |
Value; expected level of satisfaction to be derived from some outcome |
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Instrumentality (Expectancy Theory) |
Perceived relationship between performance of a particular behavior and likelihood that a certain outcome will result |
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Expectancy (Expectancy Theory) |
Individual's belief about the likelihood of achieving a desired performance level when exerting a certain amount of effort |
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Goal Setting Theory |
-Self Regulation Theory Goals affect behavior in four ways: -Direct attention to a particular task -Mobilize on-task efforts -Enable us to be persistent -Facilitate strategies that can be used at a higher cognitive level to move toward goal attainment |
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SMART Goals |
-Specific -Measurable -Attainable -Relevant -Time Based |
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Social Cognitive Theories |
-Self Regulation Theory -Emphasize cognitive, behavioral, individual, and environmental factors that work together in determining motivation |
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Three components of self regulation (Social Cognitive Theory) |
-Self observation -Self evaluation -Self reactions |
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Control Theory |
-Self Regulation Theory -Negative feedback loop results from comparison of performance feedback with some goal or standard -When a discrepancy exists, people seek to reduce it -The more self focused individuals are, the more often they engage the feedback loop |
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Disengagement (Control Theory) |
-Continued effort and giving up are necessary parts of self regulation |
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Organizational Behavior Management (OBM) |
-Performance in organizations based largely on reinforcement theory to improve organization motivation and performance |
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Applied Behavior Analysis Model |
-The main focus of OBM -ABC: Antecedents, Behavior, Consequences |
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Steps to behavioral management |
-Behaviors needing change are targeted -Targeted behaviors are measured as a baseline -Links between current rewards/punishments and the behaviors are examined -Organization intervenes with a program to set goals and link rewards to the goals -Evaluation phase |
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Goal Setting and Management by Objectives (MBO) |
-A practical application of goal setting -System for establishing work-related goals -Procedure for assessing a person's performance as compared with those goals |
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Stages of MBO |
-Managers and subordinates jointly set objectives for subordinates over a period of time -Subordinates develop an action plan for achieving the goals -Managers conduct performance review to examine progress -Set objectives for next period |
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Job Enrichment |
-Process of increasing the motivating potential of jobs by strengthening the key motivating characteristics identified by job characteristics theory -Five core job dimensions from job characteristics theory |
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Job Crafting |
-Employees have the flexibility to customize or modify their own job |
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Idiosyncratic deals (Job Crafting) |
-Employees negotiate with supervisors about their own job conditions and arrangements -More successful from favorable leader-subordinate relationships -Related to more favorable job characteristics, greater initiative, and more engagement |
