Organizational behavior and management Ch.5

formal organizations have similar structural characteristics, including

(1) a fairly distinct division of labor; (2) built-in mechanisms to regulate, coordinate, and control the activities of members; and (3) the capacity to replenish depleted Human Resources

Victor Vroom's expectancy theory

(1) expectancies (beliefs about performance capabilities), (2) valences (beliefs about outcome desirabilities), (3) outcomes, (4) instrumentalities (beliefs about outcome contingencies), and (5) choices. M = E x I x V

Mueller and Kim characterize two types of job satisfaction:

(1) global job satisfaction global satisfaction as an employee's overall satisfaction with their job (2) job facet satisfaction describing job facet satisfaction as addressing specific aspects of the job such as salary, benefits, etc.

Theory Y assumptions of Douglas McGregor. They emphasize the importance of.

(1) participation, (2) job design, (3) job enlargement, (4) job enrichment, and (5) job rotation.

Alda and Kazuhiro contend that managers can maintain control of equity dynamic if

1. Assess employee perceptions of equity in their work situations. 2. Identify employees who perceive inequities. 3. Identify the basis for employee perceptions of inequity. Openness is critical because it tends to reduce suspicion and helps defuse the perception of inequity. 4. Evaluate management policies and practices to determine the validity of employee perceptions. 5. Identify specific changes that can be made to address employee equity concerns. Work with human resource experts, unions, and community administrators to resolve concerns. 6. Implement changes and communicate them to employees. This is a very important step, and it has been found that there are few instances of overcommunication.

Explain Maslow's hierarchy of needs, and show how this theory has been factored into other major content theories. What contribution did the Hawthorne experiments make to Maslow's thinking?

1. Countervailing needs. Human beings are viewed as multidimensional social animals that sort through, prioritize, and strive to satisfy a variety of competing (lowerand higher-level) needs on a simultaneous basis. 2. Satisfaction deficit. Unsatisfied human needs create a state of tension, a perception of deprivation, and an impetus to act in a way to satisfy those needs. 3. Progressive fulfillment. The five-level hierarchy of needs determines the order in which needs will serve as motivators: Needs at any given level can affect behavior only after needs at the lower level below have been satisfied. Police Admin should identify the unfulfilled needs of their subordinates.

Ego Needs

1. Need to be respected by others. 2. Absolute need for self-esteem, worth adequacy. Managers who understand the importance of ego esteem needs do everything they possibly can to ensure that their employees become competent and exhibit self confidence. Help subordinates to realize that public service offers distinct opportunists for motivating people to do excellent and often extraordinary work.

Alderfer's ERG Theory

1. Need-escalation principle. The less any level of need has been satisfied, the more the individual will desire satisfaction at that level. 2. Satisfaction-progression principle. The more that lower-level needs have been satisfied, the stronger will be an individual's desire for satisfaction of higher-level needs. 3. Frustration-regression principle. The less those higher-level needs have been satisfied, the more likely will be a renewed emphasis on previously satisfied lower-level needs.

Inequity exists when

1. Pay differentials and discretionary incentives 2. Racial, religious, sexual, and social discrimination (actual or perceived) 3. Unpredictable access to organizational resources 4. Political as opposed to merit-based promotion 5. Favoritism 6. Selective communication 7. Preferential assignment based on seniority 8. Differential status and the distribution of perquisites

Social Needs

After Pysch and Security. Humans have inherent need to interact with sign other, group membership. Effect managers facilitate communication, promote purposeful interaction, encourage meaningful participation.

Sum of Content Theory Address the following "botto-line" requirements

Ass employee needs Identify the most active needs of employees Develop specific strategizes to satisfy active employee needs Impelenet strategies Evaluate the plan

Expectancy Theory

Assumes not only that people are driven by intrinsic needs but that they also make subjective decisions about what they will or will not do based on what they think will result from their effort. The motivation to work is determined, in large measure, by what the individual believes about effort-to-performance relationships and about the desirability of the work outcomes (rewards) associated with different potential levels of performance. In other words, police officers will evaluate behavioral alternatives and choose the one they believe will lead to the best ratio of reward to effort.

Explain the difference between content theory and process theory. Why is this distinction important? Are these theories mutually exclusive?

Content theories. Content theories endeavor to explain what motives (needs, desires, and wants) are and how they influence human behavior. In addition, these theories provide ways to profile and analyze people in order to identify their motives. They have little or nothing to say about the process by which needs arise and are manifested in actual behavior. As seen by these theories, understanding motivation is primarily a matter of recognizing basic needs and the process by which they are satisfied. Process theories explain how people are motivated. These theories examine goal-oriented behavior based on the degree of satisfaction associated with particular rewards used to initiate it. Process theories focus on the motivation process rather than on motives per se. They strive to shed light on the cognitive (mental) processes by which human beings choose to engage in certain behaviors designed to satisfy their own needs.

Security needs

Emerge after survival needs. Free from fear, feel safe stability in life. 1. THe need for order and stability. 2. The need for freedom from anxiety and insecurity related to personal safety, job security,.....

E.R.G. Theory

Existence needs - these include all of the drives, desire and wants related to a persons phsyiological and material well-being. Relatedness needs - innate socialbility of humans as they search for meaningful and mutaullly satisfying relationships with signify the others. Process of sharing Growth needs - Sense of self-esteem, personal worth or self-actualization.

Equity Theory

Fairness. Refers to the perceived fairness of regards and of the reward system itself. When people feel that there is an inequity in the way the are being treated, they will be moved psychologically to eliminate the discomfort and to restore a sense of equity to the situation.

Primary factor in millennials job satification

Fulfilling work

self-actualization needs

Satisfied after all other Needs. Need to grow, be creative and fulfill potential. Managements job is to provide resources and to create an environment in which self-actual icing people are given the freedom to make truly significant contributions to the organization.

Thematic Apperception Test (TAT) by David Mcelland

Identifies three basic human drives. 1. Need for Achievement - drive to be competent, solve problems, accomplish tasks. 2. Need for affiliation - interpersonal contact. Desire to establish and maintain meaningful social relationships 3. Need for power - acquire power to influence or control others.

What, from Herzberg's perspective, is the difference between a hygiene factor and a motivator? Give an example, and explain why poor hygiene leads to dissatisfaction but good hygiene does not serve as a motivator.

Maintenance / Hygiene factors - those things in the work environment that meet an employee's hedonistic need to avoid pain. They include the necessities of any job (e.g., adequate pay, fringe benefits, job security, appropriate working conditions, supervision, interpersonal relations, managerial practices, and realistic policies, procedures, rules, and regulations). Hygiene factors do not satisfy (or motivate); they set the stage for motivation. On the other hand, they are the major source of job dissatisfaction when they are perceived to be inadequate. Motivational Factors - psychosocial factors in work that provide intrinsic satisfaction and serve as an incentive for people to invest more of their time, talent, energy, and expertise in productive goal-oriented behavior. The primary human motivators are (1) achievement, (2) recognition, (3) advancement, (4) the work itself, (5) the potential for growth, and (6) responsibility. The absence of motivators does not necessarily produce job dissatisfaction.76

achievement motivated

Moderate challenges and risks are acceptable to them, and they seem to be attracted to fairly difficult tasks. These officers are best described as strivers and work diligently at improving themselves and honing skills resulting in task accomplishment.

Identify the major strategies—beyond "more money"— that have developed for motivating police officers. What do you feel would be best for motivating police personnel? Why?

Modern police personnel are more sophisticated than their predecessors. They are better educated, more participative, and much less resistant to change. They demand respect and expect to be treated as professionals. While money is still a magical word in the police subculture, it has a much different meaning than it did a generation ago. Salaries and fringe benefits have been improved to the point where more money, in and of itself, no longer serves as the primary motivator in many agencies while other agencies lag behind in salaries and benefits. Police officers demand more than just money. Most of them want to do meaningful work that meets their conscious and subconscious higher-order needs for growth, self-esteem, and a sense of fulfillment. More

Survival Needs

Most Basic of human life. Biological maintenance requires food,water, air, shelter, sex. Police managers use equals extrinsic rewards(pay increase, fringe benefits, working conditions.

Define the term motive. What are the basic steps in the motivation process, and what role do motives play in this process?

Motivation is defined as the intensity of a person's desire to engage in some activity. Motivation is the pin that connects employee needs and job performance within organizations. It is the key to a productive and satisfying life. In particular, highly motivated, productive, and satisfied employees are the mainstay of quality police service. As Whisenand notes, "The supervisor-as-leader is in a pivotal position to recruit, get the best out of, and retain police employees."25 motivation is derived from a Latin word meaning "to move." It involves the use of incentives to encourage or reinforce member behavior that is consistent with and contributes to the organization's purpose. It is incumbent on management to create a hospitable milieu within which police officers are able to satisfy personal as well as organizational needs. Motivation is the key to personal productivity. According to Calvin Swank and James Cosner,38 the motivation cycle or process consists of needs setting up drives to accomplish goals. They argue that the intensity of the drive toward a goal is always proportional to the severity of the need. A police officer's absolute need for peer acceptance, for example, could supersede his or her desire to be considered a professional, leading him or her to elect to conform to the "code of silence" rather than testify against a fellow officer involved in a brutality case. Unsatisfied Need >Tension> Drives> Search Behavior> Satisfied Need >Reduction of Tension

While police administrators are expected to allocate and manage time, equipment, material, and money, the most significant aspect of their job is the management of _____

People

Discuss the basic assumptions on which the Theory X and Theory Y continuum is built. How does the theory's selffulfilling prophecy influence job performance? Is Theory Y always superior to Theory X? Explain your answer.

Theory X - traditional approach based on negative view of people. Stress rules, micromanaging is viewed as only way to accomplish mission. Works = drowns Supervisors = gifted 1. Humans have normal dislike for work and will take avoiding action whenever possible. 2. Majority of people must be coerced,directed, controlled and threatened with punishment in order to get job done. 3. Everyone lacks ambition, avoids responsibility Theory Y - modern humanistic view. Sees people as innately motivated and improbable. Based on Maslows Heirarchy of needs. assumes that once people's lower-level needs (for survival, security, and belongingness) have been reasonably well satisfied, they are motivated by higher-order needs for self-esteem and self-actualization. 1. The typical individual is not someone who inherently dislikes work. In fact, the expenditure of physical and mental effort is viewed as normal. 2. External control and the threat of punishment are not the only means by which to elicit individual effort. Employees are capable of exercising self-direction and self-control in order to achieve goals to which they are committed. 3. Motivation, the potential for development, the capacity to assume responsibility, and the readiness to direct one's behavior toward organizational goals are present in every person. 4. Commitment to goals is a function of the rewards that are associated with their achievement. The most important rewards are to be found in intrinsic rewards such as ego satisfaction, self-management, and the self-fulfillment aspects of commitment. 5. The most important function of management is to create an organizational environment so people can achieve their own goals by directing individualized efforts toward objective attainment. The manager's job is to create opportunities, release potential, encourage growth, and provide guidance. 6. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in seeking solutions to organizational problems is widespread throughout the population.

competence oriented

based on their own belief that they can master confronting and confounding problems. It is a process of self-efficacy and striving for excellence. In the latter case, the officers really believe in themselves and the impetus that causes them to accept a challenge can be either intrinsic or extrinsic

One way to deal with the so-called motivation problem is to

create conditions in which people satisfy personal needs and achieve their own goals and act in such a way that the work desired by the organization gets done as well

According to Paul Whisenand, a police supervisor is responsible for

first releasing and then directing an employee's motivation to accomplish the mission of the department.

According to Maslow's hierarchy of needs, police administrators should

identify the unfulfilled needs of their subordinates.

Affective commitment refers to

the degree to which an employee becomes emotionally attached, associates with, and trusts in the organization

Police administrators have a managerial responsibility

to recruit, screen, select, and develop human resources with the potential to be efficient, effective, and productive employees.