814 Org Behavior Chapter 6
Motivation and task performance = strong relationship (2)
-Difficult goals are the second most powerful motivating force; people who receive such goals outperform the recipients of easy goals
Commonly Studied Needs in OB
-Existence -Relatedness -Control -Esteem -Meaning
SMART Goals
specific, measurable, achievable, results-based, and time-sensitive
When employees consider efficacy levels for a given task, they consider
-Past accomplishments: the degree to which they have succeeded or failed in similar sorts of tasks in the past -Vicarious experiences: taking into account observations and discussions with others who have performed tasks
Compensation Plan Elements: Individual-Focused (1)
-Piece-rate - a specified rate is paid for each unit produced, each unit sold, or each service provided -Merit Pay - an increase to base salary is made in accordance with performance evaluation ratings
Equity Theory: Details
-Suggests that employees create a "mental ledger" of the outcomes (or rewards) they get from their job duties -Employees create a mental ledger of inputs (contributions and investments) they put into their job duties
Goal setting theory in more detail
-The assignment of a specific and difficult goal shapes people's own "self-set goals": the internalized goals that people use to monitor their own task progress -As a self-set goal becomes more difficult, the intensity of effort increases, and the persistence of effort gets extended
Motivation and task performance = strong relationship (1)
-The motivating force with the strongest performance effect is self-efficacy/competence, because people who feel a sense of internal self-confidence tend to outperform those who doubt their capabilities
Motivation and task performance = strong relationship (3)
-The motivational force created by high levels of valence, instrumentality, and expectancy is the next most powerful motivational variable for task performance -Perceptions of equity have a somewhat weaker effect on task performance
Equity theory argues that you compare your ratio of outcomes and inputs to the ratio of some comparison other - 3 Results: (1)
1. Ratio of outcomes to inputs is balanced between you and your comparison other -You feel a sense of equity and you're likely to maintain the intensity and persistence of your effort
Attractiveness of rewards to employees
1. The attractiveness of many rewards varies across cultures 2. Employees underestimate how powerful a motivator pay is to them
Equity theory argues that you compare your ratio of outcomes and inputs to the ratio of some comparison other - 3 Results: (2)
2. Ratio outcomes to inputs is less than your comparison other's ratio -Any imbalance in ratios triggers equity distress: an internal tension that can only be alleviated by restoring balance to the ratios Can restore balance through 2 ways: 1. Be constructive and proactive 2. Shrink your inputs by lowering the intensity and persistence of effort
Equity theory argues that you compare your ratio of outcomes and inputs to the ratio of some comparison other - 3 Results: (3)
3. Your ratio of outcomes to inputs is greater than your comparison other's ratio -Cognitive distortion: restore balance mentally, without altering your behavior in any way -Cognitive distortion: restore balance mentally, without altering your behavior in any way
Equity theory argues that you compare your ratio of outcomes and inputs to the ratio of some comparison other - 3 Results: (4)
4. Change your comparison other -Internal comparisons: refer to someone in the same company -External comparisons: refer to someone in a different company
Motivational Force
According to Expectancy Theory, the direction of effort is dictated by 3 beliefs: expectancy (E->P), instrumentality (P->O), and Valence (V) Total motivational force = (E->P) x ( Σ[(P->O)xV]) Σ = signifies that instrumentalities and valences are judged with various outcomes in mind, and motivation increases as successful performance is linked to more and more attractive outcomes
Expectancy Theory - Valence: Details
Can be positive (I would prefer having outcome X to not having it), negative (I would prefer not having outcome X to having it), or zero (Are we still talking about outcome X?) -Positively valenced - salary increases, bonuses, informal rewards -Negatively valenced - disciplinary actions, demotions, and terminations
Expectancy Theory - Our choices depend on 3 specific beliefs that are based in our past learning and experience
Expectancy Instrumentality Valence
Merit-pay is the most common (for individual-focused)
Factors that constrain instrumentality and equity in most applications of merit pay: -Budgetary constraints -Accuracy of the actual performance evaluation -Once-a-year schedule
3 variables (moderators) that specify when assigned goals will have stronger or weaker effects on task performance (affect the strength of the relationships between variables):
Feedback Task Complexity Goal Commitment
Compensation Plan Elements: Unit-Focused
Gainsharing - a bonus is received for meeting unit goals for criteria controllable by employees. No change is made to base salary. The potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases in which potential bonuses many be large.
Motivation - Forces
Internal forces - sense of purpose or confidence External forces - goals or incentives an employee is given
Four concepts of importance: Competence
captures a person's belief in their capability to perform work tasks successfully
Compensation Plan Elements: Individual-Focused (2)
Lump-sum bonuses - a bonus is received for meeting individual goals but no change is made to base salary. The potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases in which potential bonuses may be large
Four concepts of importance
Meaningfulness Self-Determination Competence Impact
Motivation - Facets
Motivation determines what employees do at a given moment - the direction in which their effort is channeled Once direction of effort has been decided, motivation goes on to determine how hard an employee works - the intensity of effort - and for how long - the persistence of effort
Compensation Plan Elements: Organization-Focused
Profit Sharing - a bonus is received when the publicly reported earnings of a company exceed some minimum level, with the magnitude of the bonus contingent on the magnitude of the profits. No change is made to base salary. The potential bonus represents "at risk" pay that must be re-earned each year. Base salary may be lower in cases in which potential bonuses may be large.
Compensation Plan Elements: Individual-Focused (3)
Recognition awards - tangible awards or intangible awards are given on an impromptu basis to recognize achievement
Goal Commitment
The degree to which a person accepts a goal and is determined to try and reach it
Engagement
a contemporary synonym for high levels of intensity and persistence in work effort
Four concepts of importance: Self-Determination
a sense of choice in the initiation and continuation of work tasks
Motivation
a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence
Equity Theory
acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people
Self Efficacy is dictated by "Verbal Persuasion"
because friends, coworkers, and leaders can persuade employees that they can "get the job done"
Needs
cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences
Expectancy theory
describes the cognitive process that employees go through to make choices among different voluntary responses -Argues that employee behavior is directed toward pleasure and away from pain or, toward certain outcomes and away from others
Engagement - Outwardly
engaged employees devote a lot of energy to their jobs, striving as hard as they can to take initiative and get the job done
Engagement - Inwardly
engaged employees focus a great deal of attention and concentration on their work, sometimes becoming so absorbed, involved, and interested in their tasks that they lose track of time
Intrinsic Outcomes
enjoyment, interestingness, accomplishment, knowledge gain, skill development, personal expression, (lack of) boredom, (lack of) anxiety, (lack of) frustration
Efficacy is dictated by emotional cues
feelings of fear or anxiety can create doubts about ask accomplishment, whereas pride and enthusiasm can holster confidence levels
Goal Setting Theory
goals are the primary drivers of the intensity and persistence of effort -argues that assigning employees specific and difficult goals will result in higher levels of performance than assigning no goals, easy goals, or do your best goals
Task Strategies
learning plans and problem-solving approaches used to achieve successful performance
Extrinsic Motivation
motivation that is controlled by some contingency that depends on task performance
Intrinsic Motivation
motivation that is felt when task performance serves as its own reward *together - total motivation level for an employee
Goals
objective of aim of an action and typically refer to attaining a specific standard of proficiency, often within a specified time limit
Extrinsic Outcomes
pay, bonuses, promotions, benefits and perks, spot awards, praise, job security, support, free time, (lack of) disciplinary actions, (lack of) demotions, (lack of) terminations
Psychological Empowerment
reflects an energy rooted in the belief that work tasks contribute to some larger purpose
Task Complexity
reflects how complicated the info and actions involved in a task are, as well as how much the task changes
Expectancy Theory - Valence
reflects the anticipated value of the outcomes associated with performance
Expectancy Theory - Instrumentality
represents the belief that successful performance will result in some outcome(s) -Set of subjective probabilities, each ranging from 0 (no chance) to 1 (mortal lock( that successful performance will bring a set of outcomes (PO)
Comparison Other
some person who seems to provide an intuitive frame of reference for judging equity
Self Efficacy
the belief that a person has the capabilities needed to execute the behaviors required for task success
Expectancy Theory - Expectancy
the belief that exerting a high level of effort will result in the successful performance of some task -0 (no chance) to 1 (a mortal lock) scale that indicates that a specific amount of effort will result in a specific level of performance (E->P)
People differ in how they view the "meaning of money"
the degree to which they view money as having symbolic, not just economic, value The symbolic value of money can be summarized in at least 3 dimensions: achievement (money symbolizes success), respect (money brings respect in one's community), freedom (money provides opportunity)
Four concepts of importance: Impact
the sense that a person's actions "make a difference" - that progress is being made toward fulfilling some important purpose
Four concepts of importance: Meaningfulness
the value of a work goal or purpose, relative to a person's own ideals and passions -When a task is relevant to a meaningful purpose, it becomes easier to concentrate on the task and get excited about it -When a task is meaningless, brings a sense of emptiness and detachment
Feedback
updates on employee progress toward goal attainment