Chapter 12 in class notes

Achievement: Getting things done Affiliation: to be liked 2 elements of power:

1. Control resources 2. able to make decisions.

High work performance = three things:

1. High quality (all a work) 2. high quantity (lot of work done) 3. High skills ( not everyone can do it)

maslows hierarchy of needs: 1-5, 5 being best. Then say which are high order needs. Which are lower order needs. Order is important. essential vs. most important Physiological = most important

1. Physiological, 2. safety 3. Love 4. Esteem 5. Self actualization high order needs: Self actualization, esteem Lower order needs: Love, safety and physiological.

if you're output/input ratio is less than others: 4 things you will do.

1.Increase your outputs 2.Decrease your inputs (most common cause you control it) 3. Increase other's inputs 4. Decrease other outputs

For number 2 worker, his two arrows go to extinction or punishment. For blank, withholds rewards, no praise, raises or promotion. For blank: Reprimands and desciplines employee; Im docking your pay For number 1, his arrows go to positive or negative reinforcement. For positive, you get a praise and promotion, for negative you avoid employee reprimands. he stops nagging you. Resulting employee behavior from positive reinforcement box: increases chances behavior will be repeated "ill keep up the faster pace" from blank reinforcement box to next box: INcreases chances behavoir will be repeated, ill keep up the faster pace From blank to box, reduces chances behavior will be repeated: "ill have to work harder to receive praises or raises. From blank box: Reduces chances behavior will be repeated: Okay, ill work faster from now one.

For extinction for punishment Negative Extinction Punishment

Exam question: What manager wants: Improved employee performance "i want you to work faster. Goes to two boxes of what the employee does: 1 works faster and agrees. 2 Does not improve and works at pace he always has. For number 2 worker his two arrows go to either blank or blank. For number 1 worker his two arrows go to.

For number 2 worker, his two arrows go to extinction or punishment. For number 1, his arrows go to positive or negative reinforcement.

Motivation: blank/ blank drives behavior The psychological processes that arouse and direct goal directed behavior. Motivation is blank from blank. Unfulfilled need -> Motivation--> Behavior--> Rewards -->Feedback Behavior results in good or bad feedback (rewards)

Needs/wants drives behavior. Motivation is inferred from behavior

types of reinforcement: Good behavior gets good thing: Good behavior removes bad thing: -Example; You have traning wheels, get made fun of for them, then when you did good, like riding well, they then take training wheels off.

Positive reinforcement Negative reinforcement

Bad behavior gets bad thing:

Punishment

Self determination theory; Assumes that people are driven to try to grow and attain blank, with their behavior and well being influenced by three innate needs:

Self determination theory assumes that people are driven to try to grow and attain fulfillment, with their behavior and well being influenced by three innate needs: Competence, autonomy, relatedness.

Blank: theories that emphasize the needs/wants that motivate people. Blank: Physiological or psychological deficiencies that arouse behavior.

content perspective nees

Manager elevates blank of individual: These help individuals believe they are competent and capable. 1.) Select the right individuals with right abilities 2.) Train you to use those abilities 3.) Set honest and achievable goals that I know they can accomplish 4.) Be supportive.

expectancy

Negative power: Positive power:

personal power to dominate others "power over" Institutional power to solve problems and reach organizational goals. "power to"

Acquired needs theory: States that three needs: Blank, blank and blank, are major motives determining people's behavior in the workplace.

Affiliation, power and achievement.

Positive reinforcement: Reward only desirable behavior: Contingent reinforcement (tying blank and blank together) give rewards as soon as possible: Immediate reinforcement Be clear about what behavior is desired Have different rewards and recognize individual differences

Contingent reinforcement (tying behavior and reinforcement together.

Herzberg's Two-Factor Theory: duality of blank. Proposed that work satisfaction and dissatisfaction arise from two different factors - Work satisfaction from blank factors and work dissatisfaction from blank factors.

Duality of management Motivating and hygiene factors.

Motivation to perform: E.I.V effort to performance: Blank Performance to outcome: blank Outcomes to value: Blank

Effort to performance: Expectancy Performance to outcome: Instrumental Outcome to value: Valence

Equity theory expectancy theory Goal-setting theory Blank is the most prevalent theory in life.

Equity theory

blank theory: You o/i > Other O/I - Shh!! guilty You O/i < other O/i = take action (work hard no breaks) other (easy work, many breaks)

Equity theory

Process perspectives: concerned with the thought processes by which people decide how to act - how employees choose behavior to meet their needs: Three thoerys for this:

Equity theory expectancy theory Goal-setting theory

expectancy theory: Blank: Can I perform well enough to be promoted? Blank: Will my high performance be noticed for promotion Blank: Different values on rewards "will i enjoy the promotion?

Expectancy instrumental valence

Bad behavior removes good thing: If you haven't elevated your work over time, like getting a lot of praise for tying your shoes, so now its two years later and you better be doing better by now. Good behavior is not reinforced so it's not repeated

Extinction. Improper extinction

Hygiene factors: What surrounds the job. work ocnditions, company policies, supervisor, coworker rlations, pay; 1. Doesn't have to do with anything about the job itself Measured -100 to 0 2. Work itself, achievement, responsibility, growth. Measure 0-100

Hygiene factors motivating factors.

Manager elevated blank of individual: These help individuals understand which outcomes follow performance. 1.) communicate performances vs goals 2.) Provide constructive feeback, remind of good things they've done then show them how to do better .

Instrumentalism

You want to motivate people to: 5 things 1.Join your organization, 2.stay with your organization 3.show up for work at your organization 4.be engaged while youre at organizatin 5. do extra for your organization Achieving these levels 1-5 is called blank This happens in blank. When we find stewardship we find a winning organization.

Is called stewardship This happens in high performance organizations.

Expectancy theory is VERY HARD for a manager, requires: 1.) It involves blank 2.) it requires blank 3.) It involves blank.

It involves engagement It requires energy It involves selflessness

Division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance. Three things it does: 1. blank: Narrow the number of tasks to a few 2.Blank: Enlarge the number of tasks to a many. 3. Blank Increasing job content, growth, responsibility.

Job design 1.) job simplification 2.) enlargement 3.) enrichment

You want to motivate people to: 5 things

Join your organizaiton, stay with your organization show up for work at your organizaiton be engaged while youre at organizatin do extra for your organization

Need for achievement: Likes working blank in blank. Need for affiliation: Like blank. Need for power: like blank, blank A good manager has high blank and blank. Great manager has

Need for achievement: likes working alone in technical tasks. Need for affiliation: Like social approval/feedback Need for power: Like control, recognition. A good manager has high power and affiliation. Great manager has higher needs for power and achievement, yet their needs for affiliation are different between being liked and respected.

six core job characteristic:

Skill variety, task significance task identity autonomy feedback play

Herzberg's two factory theory: step 1; step 2;

Step 1, decrease dissatisfaction from -100 to 0 step 2, increase satisfaction from 0-100 You must do both, turn both dials, one you're affecting the context, "atmosphere" and the other the job itself.

expectancy theory: Suggests that people are motivated by two things:

How much they want something how likely they are to get it.

Manager elevates blank of individual: Helps individuals place real value on possible rewards 1.) Identify individual preferences 2.) Adjust rewards to watch preferences that change.

Valence