MG TB Ch 5

Need for Affiliation

A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation Generally work well in jobs where the main task is cultivating long-term relations, tend to be less effective at allocating scarce resources and making other decisions that potentially generate conflict

Need for Achievement

A learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success Prefer working alone rather than in teams, money is a weak motivator

Need for Power

A learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power) Individuals who enjoy their power for its own sake, use it to advance personal interests, and wear their power as a status symbol have personalized power. Others mainly have a high need for socialized power because they desire power as a means to help others.

Maslow's Needs Hierarchy Theory

A motivational theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified

Strengths-Based Coaching (Appreciative Coaching)

A positive organizations behavior approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct his/her weaknesses

Organizational Behavior Modification (OB Mod) (5.4)

A theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior

Social Cognitive Theory

A theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior

Outcome Valences

A valence is the anticipated satisfaction or dissatisfaction that an individual feels toward an outcome. It ranges from negative to positive. Outcomes have a positive valence when they are consistent with our values and satisfy our needs; they have a negative valence when they oppose our values and inhibit need fulfillment.

Consequences

Events following a particular behavior that influence its future occurence

Antecedents

Events preceding the behavior, informing employees that a particular action will produce specific consequences

Needs

Goal-directed forces that people experience

Drives (primary needs) (5.2)

Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emptions to energize individuals

Employee Engagement (5.1)

Individual emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals

Autonomy

Jobs with high levels of autonomy provide freedom, independence, and discretion in scheduling the work and determining the procedures to be used to complete the work

Drive to Comprehend

People are inherently curious and need to make sense of their environment and themselves. They are motivated to discover answers to unknown as well as conflicting ideas.

Distributive Justice (5.6)

Perceived fairness in the individual's ratio of outcomes to contributions relative to a comparison of other's ratio of outcomes to contributions

Procedural Justice

Perceived fairness of the procedures used to decide the distribution of resources

4 OB Mod Consequences (Contingencies of Reinforcement)

Positive Reinforcement Punishment Extinction Negative Reinforcement

Drive to Bond

Produces the need for belonging and affiliation. It explains why our self-concept is partly defined by associations with social groups. The drive to bond motivates people to cooperate and, consequently, is essential for organizations and societies.

Skill Variety

Refers to the use of different skills and talents to complete a variety of work activities

Self-Reinforcement

Reinforcement that occurs when an employee has control over a reinforcer but doesn't "take" it until completing a self-set goal

Equity Theory

Says that employees determine feelings of equity by comparing their own outcome/input ratio to the outcome/input ratio of some other person

SMARTER Approach to Goal Setting

See Textbook

Four-Drive Theory

States that emotions are the source of human motivation and that these emotions are generated through four drives identified from earlier psychological, sociological, and anthropological research Based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality

Expectancy Theory (5.3)

States that work effort is directed toward behaviors that people believe will lead to desire outcomes

Task Identity

The degree to which a job requires completion of a whole or identifiable piece of work

Job Feedback

The degree to which employees can tell how well they are doing from direct sensory information from the job itself

Task Significance

The degree to which the job affects the organization and/or larger society

Drive to Defend

The drive to protect ourselves physically, psychologically, and socially. Probably the first drive to develop, it creates a fight-or-flight response when we are confronted with threats to our physical safety, our possessions, our self-concept, our values, and the well-being of others.

Drive to Acquire

The drive to seek out, take, control, and retain objects and personal experiences. It produces the need for achievement, competence, status, and self-esteem. The drive to acquire also motivates competition.

Motivation (5.0)

The forces within a person that affect his/her direction, intensity, and persistence of voluntary behavior

E-to-P Expectancy

The individual's perception that his/her effort will result in a particular level of performance

P-to-O Expectancy

The perceived probability that a specific behavior or performance level will lead to a particular outcome

Job Design (5.7)

The process of assigning tasks to a job, including the interdependency of those tasks with other jobs

Goal Setting (5.5)

The process of motivating employees and clarifying their role perceptions by establishing performance objectives

Job Specialization

The result of a division of labor, in which work is subdivided into separate jobs assigned to different people