OB/HR 3200

Motivation

"Psychological processes that underlie the direction, intensity, and persistence of behavior or thought." Direction: where efforts are channeled or what the individual is doing Intensity: how hard a person tries or the amount of effort invested in the activity Persistence: how long the effort is maintained

Big 5 Model to perosonality

(OCEAN) Openness to experience- Intellectual, imaginative, curious, broad-minded Conscientiousness (stongest success predictor of the big 5)-- Dependable, responsible, persistent achievement-oriented Extraversion-- outgoing, talkative, sociable, assertive Agreeableness-- trusting, good natured, cooperative, "softhearted" Neuroticism (emotional stability)-- anxiety, self-consciousness, vulnerability

Douglas McGregor's Theory X and Theory Y

-Based on two basic assumptions about people: (1) Theory X, which views employees negatively and sees the need for structured organizations with strict hierarchal lines and close supervision, and (2) Theory Y, which takes a more humanistic view towards employees, believing they are capable of being motivated and productive. -The basic assumptions involved are not collectively made by management, nor do these assumptions apply across the board to all employees. Rather, they are assumptions made by individual supervisors about individual employees. The supervisor then treats each employee in accordance with the assumption he has made about that employee. In turn, the behavior of the employee involved is in response to the way he is treated by the supervisor.

The three components of Attitudes

1. Affective-- Feelings 2. Cognitive-- Beliefs 3. Behavioral-- Intentions

For each of the following actions, indicate which part of the expectancy model, specifically, would be improved for an unmotivated employee? A. Effort to Performance (Expectancy) B. Performance to Outcome (Instrumentality) C. Value of rewards (Valence) 1.Show direct link between performance and raises. 2.Set clear goals, establish positive expectations 3.Base rewards on what the employee values. 4.Establish a pay for performance plan. 5.Provide adequate resources and training.

1. B 2. A 3. C 4. B 5. A

4 steps of stereotyping

1. Categorization: we categorize people into groups according to criteria (e.g., gender, age, race, or occupation) 2. Inferences: we infer that all people within a category possess the same traits or characteristics 3. Expectations: we form expectations of others and interpret their behavior according to our stereotypes 4. Maintenance: We maintain stereotypes by overestimating the frequency of stereotypic behaviors exhibited by others, incorrectly understanding and explaining the behaviors of others, and differentiating ourselves from others based on categorizations.

People seek to reduce cognitive dissonance by

1. Challenging the attitude or behavior of both 2. Belittling the importance of the inconsistent behavior 3. Finding things that outweigh the dissonant things

How many people think they have a bad boss?

75% of people think their boss is a failure. 50% of managers see their subordinates as failures

Core self-evaluations (CSE):

A broad personality trait comprised of four narrow and positive individual traits. It is about individuals' fundamental evaluations of themselves. 4 Components: Self-efficacy, self-esteem, locus of control, emotional stability

Self esteem

A general belief about your self-worth.

Sam, a driver, is about to pass through an intersection. His light turns green, and he begins to accelerate when another car drives through the red light and crosses in front of her. Sam ignores any potential environmental factors that could be contributing to the other driver running the light and blames the other driver for being a reckless driver. This is an example of which of the following: A. Fundamental Attribution Bias B. Contrast Effects C. Halo Error D. Self-Serving Bias E. Projection

A. Fundamental Attribution Bias

Megan was hurt at work. Megan's manager concluded that Megan was careless and clumsy. Megan's manager may have committed an error called ________ error. A. fundamental attribution B. leniency C. stereotyping D. self-serving bias E. halo

A. Fundamental attribution

Values represent beliefs that influence behaviors _____________; attitudes relate to behavior __________. A. across all situations; toward specific targets B. toward specific targets; across all situations C. across all situations; toward people D. toward specific objects; toward specific people E. toward specific people; toward specific objects

A. across all situations; toward specific targets

Sandy has a goal to work hard and eventually apply for a promotion at the Bora Bora Company. Sandy is most likely to exhibit positive emotions if A. the emotions are congruent with her goal. B. she has emotional intelligence. C. the emotions are incongruent with her goal. D. she feels inadequate. E. she had a bad experience being promoted at her former company.

A. the emotions are congruent with her goal

Bob has a goal to work hard and eventually apply for a promotion at the Great Grain Company. Bob is most likely to exhibit positive emotions if A. the emotions are congruent with his goal. B. he has emotional intelligence. C. the emotions are incongruent with his goal. D. he feels inadequate. E. he had a bad experience being promoted at his former company.

A. the emotions are congruent with his goal

self-efficacy

An individual's belief that he or she is capable of performing a task, or ones own ability

Stereotype

An individual's set of beliefs about the characteristics or attributes of a group.

Which of the following statements is NOT accurate? A. Stereotypes can lead to poor decisions. B. All stereotypes are negative. C. Stereotypes are used during the encoding process of perception. D. Quality interpersonal contact among mixed groups may reduce the use of stereotypes. E. Some people have negative stereotypes about older individuals.

B. All stereotypes are negative

Which of the following statement is correct regarding diversity? A. Diversity is defined as the extent to which the differences of organization members is brought together in a meaningful way to increase success B. Diversity is beneficial for organizational effectiveness but could be a source of conflict. C. Examples of deep level diversity include attitude, values, and age diversity. D. Criteria of diversity only include race and gender. E. Diversity increases creativity and awareness of broad customer base, but also increases the likelihood of legal problem.

B. Diversity is beneficial for organizational effectiveness but could be a source of conflict.

_________refer(s) to internal representations of desired end-states, with these desired states being shaped by person and situation factors. A. Human capital B. Goals C. Vision D. Mission E. Strategic asset

B. Goals

Kyle is considering volunteering to help his company with its annual food drive. Which of the following is NOT an indicator of whether he will do so? A. Kyle thinks the food bank is a great way to help his community. B. Kyle is already volunteering at the animal shelter. C. Kyle's boss expects him to volunteer. D. Kyle's company gives employees a day off to volunteer. E. The food bank is located close to Kyle's home.

B. Kyle is already volunteering at the animal shelter

Matt, an accountant with Brighter Future Corporation, is experiencing job dissatisfaction due to comparing how hard he works and how much he gets paid versus his perception of a coworker's effort and reward. Matt's dissatisfaction can be explained by ______ model. A. disposition/genetic components B. equity C. need fulfillment D. value attainment E. met expectations

B. equity

Test Your Knowledge George does not score particularly well on standard IQ tests yet he has a unique ability to deal with complex interpersonal situations. What would explain this phenomenon? A. practical intelligence B. multiple intelligences C. reasoning ability D. emotions and attitude E. gender

B. multiple intelligences

Inez was content with her job at Pieces Packaging until the company added two levels of supervision, lowered bonuses, and decreased breaks. Her current dissatisfaction reflects ______ factors. A. Relatedness B. Motivating C. Hygiene D. Achievement E. Affiliation

C. Hygiene

Jorge would like to increase intrinsic motivation by giving his employees independence and discretion in certain aspects of their job. According to the job characteristics model, which core job dimension is he using? A. task identity B. task significance C. autonomy D. feedback E. skill variety

C. autonomy

Juan is trying to learn how to use advanced spreadsheet features. He is not getting the correct answers but he keeps trying. What is Juan exhibiting? A. direction B. extrinsic motivation C. persistence D. attention to detail E. emotional Intelligence

C. persistence

Hawthorn Studies

Carried out by the Western Electric Company. The experiment showed how human psychological factors affected productivitiy. These factors were: Social/Group Acceptance, Participating in planning, Special atmosphere tied to additional pay

Kelley model of Attribution

Consensus(relates to comparisons with other people) Is one's behavior in this situation similar to that of his/her peers? Distinctiveness (relates to comparisons in other situations/tasks) Is one's behavior in this situation different from his/her behavior in different situations? Consistency (relates to comparisons across time) Is one's behavior in this same situation similar to over time?

Bill has a history of turning in his monthly reports on time and with 100% accuracy. This month Bill's reports were accurate but a week late. WHY? a. Bill doesn't know how to do monthly reports. b. Bill is lazy. c. The information he needed was not available to meet the deadline.

Could be B or C. B is an internal factor, and C is an external factor

Which approach calls for using management concepts and techniques in a situationally appropriate manner? A. One best way approach B. Human relations approach C. Theory X management approach D. Contingency approach E. Theory Y management approach

D. Contingency approach

__________represents "those psychological processes that cause the __________, direction and persistence of voluntary actions that are goal directed." A. Attitude; significance B. Attitude; intensity C. Motivation; significance D. Motivation; intensity E. Emotion; significance

D. Motivation; intensity

Joe was terminated from his job and believed the reason was his boss did not like him and his hard work was not appreciated. Joe likely has A. high emotional stability. B. an internal locus of control. C. low self-efficacy. D. an external locus of control. E. low self-esteem.

D. an external locus of control

Mary is a manager for Greens and Grits. Mary would like to improve job satisfaction for her employees. She can accomplish this by implementing different policies dealing with A. personality. B. intelligence. C. cognitive ability. D. emotions and attitudes. E. all of the above.

D. emotions and attitudes

As discussed in class, the performance equation tells us that performance is a function of ________. A. enthusiasm, progress, and achievement. B. interest, activity, and reward. C. awareness, effort, and outcome. D. motivation, ability, and opportunity. E. knowledge, resources, and goals.

D. motivation, Ability, and opportunity

The organizing framework for understanding and applying OB is based upon A. a systems approach. B. using person and environmental factors as inputs. C. processes including individual level, group/team level, and organizational level. D. outcomes organized into individual level, group/team level, and organizational level. E. The framework is based on all of these

E. the frame work is based on all of these

T or F Monetary incentives for goals always improves goal-setting outcomes.

False

T or F Participative goals, assigned goals, and self-set goals are equally effective.

False

T or F "Do your best" goals maximize performance?

False

True or False The more difficult the goal, the higher the performance?

False

Total Quality Management (TQM)

Focuses on quality and customer satisfaction.

Locus of Control

How much personal responsibility you take for your behavior and consequences. Internal-belief that you have control over future outcomes External- belief that outside factors control outcomes

surface-level diversity

Internal characteristics apparent to others (unchangeable)

McClelland's Acquired Needs Theory

Motivation is a function of three different needs that vary between people, and are acquired/learned over time: Need for Achievement The desire to excel, overcome obstacles, solve problems, and rival and surpass others. Need for Affiliation The desire to maintain social relationships, be liked, and join groups. Need for Power The desire to influence, coach, teach, or encourage others to achieve.

intrinsic motivation

Motivation to do something for intrinsic rewards that come from doing the thing itself (e.g., enjoying the task itself)

extrinsic motivation

Motivation to do something in order to receive extrinsic rewards (e.g., money, recognition, status, promotion, etc.)

Self determination theory: Three innate needs drive intrinsic motivation:

Need for Competence o The desire to feel qualified, knowledgeable, and capable to complete a task or goal • Need for Autonomy o The desire to have freedom and discretion in determining what you want to do and how you want to do it • Need for Relatedness o The desire to feel part of a group, to belong, and to be connected with others. People are intrinsically motivated to satisfy these needs.

Fundamental attribution virus

One's tendency to attribute another person's behavior to his or her personal characteristics (internal factors), as opposed to situational factors

Self-serving bias

One's tendency to take more personal responsibility for success than for failure

Self transcendance

Part of 1st bipolar dimension. Concern for the welfare and interests of others

Conservation

Part of 2nd Bipolar dimension. Order, self-restriction, preservation of the past, and resistance to change.

Equity Theory

Perceived equity in the organization impacts employee motivation Components of Equity Theory • Outputs: What one gets from the job (e.g., compensation, promotions) • Inputs: What one puts into the job (e.g., time, effort, knowledge, skills) • Compare Outputs/Inputs Ratio with those of relevant others (can be equitable or inequitable) • Perceived equity → increased motivation and satisfaction • Perceived negative inequity → decreased motivation and satisfaction

Smart Goals

Specific Measurable Attainable Relevant Time-bound

Causal attributions

Suspected or inferred causes of behavior; ascribing motives, intentions, or reasons to explain why things happened or why someone did what they did.

personality

The combination of stable, physical, behavioral, and mental characteristics that give individuals their unique identity

emotional labor

The effort required to display emotions that one is not really feeling (i.e., call center reps try to be happy on the phone despite getting angry calls all day)

Justice Theory

The extent to which people perceive they are treated fairly at work influences their behaviors and attitudes Distributive Justice: The perceivedfairness of how resources and rewards are distributed (decision/outcome itself). Procedural Justice: The perceivedfairness of the processes and procedures used to makeallocation decisions. Interactional Justice:Quality of the interpersonal treatment people receive when procedures are implemented. • All three types of justice impact employees' satisfaction, commitment, turnover, stress, and performance.

Diversity

The multitude of individual differences and similarities that exist within a team or organization

T or F Feedback enhances the effect of specific, challenging goals.

True

Perception

a cognitive process that enables us to interpret and understand our surroundings

What is OB/HR based off of?

a contingency perspective

Strategy

a set of integrated activities to create a sustainable competitive advantage

Emotional Intelligence (EI or EQ)

ability to monitor your and others' feelings and to use this information to guide your thinking and actions

Practical intelligence

ability to solve everyday problems by utilizing knowledge gained from experience in order to purposefully adapt to, shape, and select environments

Values

abstract ideals that guide one's thinking and behavior across all situations. Want to find a match between individuals values and their environment and behavior

Telecommuting

allows employees to work from home

job satisfaction

an affective or emotional response toward various facets of one's job

intelligence

an individual's capacity for constructive thinking, reasoning, and problem solving

Martha would like to hire employees who will be strong performers in her organization. Which of the Big Five personality dimensions should she try to make sure the new employees score high on? A. extraversion B. agreeableness C. conscientiousness D. emotional stability E. openness to experience

c. conscientiousness

flexible differences

change over time from situation to situation; can be altered more easily

negative inequity

comparison in which another person receives greater outcomes for similar inputs

Human relations objectives

creating/distributing satisfaction (labor turnover, tenure, sickness, attitude)

Myth of rationality

emotions, and expressing emotions doesn't necessarily make you/ your decisions irrational

discrimination

employment decisions about an individual are based on reasons not associated with performance or related to the job

Perceived organizational support

extent to which employees believe that the organization values their contributions and genuinely cares about their well-being

What is employee engagement?

extent wo which employees give their all to work roles

Deep-level diversity

external influences Organizational dimensions

Competitive advantage

feature that creates more economic value for a firm

Attitude

feelings or opinions about specific people, places or objects; range from positive to negative. Attitudes are directed to specific "targets" and influence specific behaviors relevant to the target

process theories

focus on explaining the process by which internal factors and situational factors influence employee motivation

content theories

focus on identifying internal factors, such as need fulfillment, that influence employee motivation

McGregor's Theory X and Theory Y

managers view employees in 2 different ways: Theory X Pessimistic view of employees: they dislike work, must be monitored, and can be motivated only with rewards and punishment • Theory Y Positive assumptions about employees: they are self-engaged, committed, responsible, and creative

5 Models of Job Satisfaction

need fulfillment, met expectations, value attainment, equity, dispositional/genetic components

Self enhancemnet

part of 1st bipolar dimension, pursuit of one's own interests and relative success and dominance over others

Openness to change

part of 2nd Bipolar condition. Independence of thought, action, and feelings and readiness for change

Why are people issues challenging?

people are complex and soft skills are confusing

Economic objectives

produce products (cost, profit, efficiency)

Emotions

relatively brief responses aimed at a specific target, such as a person, information, experience, or event. Emotions can change our psychological and physiological states.

Organizational citizenship behavior (OCB)

represents discretionary individual behaviors that are typically not directly or explicitly recognized by the formal reward system and can promote effective functioning of the organization.

Strategic planning

road map of where your gonna go and how you will get there

proactive personality

someone who is relatively unconstrained by situational forces and who affects environmental change

Fixed individual differences

stable over time and across situations; difficult to change

Emotional Stability (Neuroticism)

the ability to remain calm and confident, especially in times of crisis

Theory of planned behavior

the idea that people's intentions are the best predictors of their deliberate behaviors, which are determined by their attitudes toward specific behaviors, subjective norms, and perceived behavioral control

Emotional contagion

the influence of one person's affect on the moods of others

Cognitive Dissonance

the psychological discomfort experienced when simultaneously holding two or more conflicting cognitions

Contingency approach

there is no best may to manage people, best option depends upon the interplay of multiple personal and situational factors

Goal Setting Theory

• Goal: Something an individual is trying to accomplish • Goals that are specific and difficult lead to higher performance than vague or easy goals • As long as... • Individual is committed to goal • Goal is attainable (not impossible) • Feedback is available during goal pursuit

Justice Theory - Examples

• High distributive justice but low procedural justice: • Robin Hood steals from the rich and gives to the poor • High procedural justice but low distributive justice: • You get fired. You think this outcome is unfair; but your company followed the established policies in making the decision

Performance equation: P = M x A x O

• P = Performance • M = Motivation: Do you want to? • A = Ability: Are you able to? • O = Opportunity: Does the situation allow you to?

Herzberg's Motivator-Hygiene Theory

• Proposes that job satisfaction and dissatisfaction arise from two different sets of factors-satisfaction comes from motivating factors, and dissatisfaction from hygiene factors • Hygiene factors → Job dissatisfaction - Factors in the work context (company policies, salary, working conditions, etc.) - Good hygiene factors → neutral. Poor hygiene factors > dissatisfaction • Motivating factors →Job satisfaction - Factors associated with work content of the tasks being performed (achievement, recognition, characteristics of the tasks, responsibility, advancement, etc.) - Motivators → satisfaction. No motivators → neutral