Organizational Behavior Exam #2

Valence

"How much do I value the outcomes I will receive by achieving my performance goals?"

Expectancy

"What are the chances of reaching my performance goal"

Instrumentality

"What are the chances of receiving various outcomes if I achieve my performance goals?"

Theory X

- a pessimistic view of employees - employees dislike work and must be monitored - can only be motivated with rewards and punishments

Theory Y

- modern and positive set of assumptions about employees - employees are self-engaged, committed, responsible, and creative

Why don't rewards always motivate employees?

- monetary rewards are over emphasized - too much time passes-between the achievement and the reward - motivation is impacted by the use of one-time rewards

motivate employees

- money is not everything - satisfy employees related to self-concepts (self-esteem and self-actualization) - satisfied needs lose their potential - be careful when estimating employee's needs

Top-down approach

- scientific management - job enlargement - job rotation - job enrichment

What are the three characteristics of motivation

Direction: what Intensity: amount Persistence: how long

3 types of justice

Distributive Procedural Interactional

Emerging (Idiosyncratic Deals - I-Deals - Approach

Employee and management design job

Recent (Bottom-Up Approach)

Employee or work teams design jobs

T or F: self determination theory focuses on extrinsic motivation over a short period of time?

False: intrinsic - over a period of time

What is performance management used for?

Make Employee-Related Decisions Guide Employee Development Send Strong Signals to Employees

Historical (Top-Down Approach)

Management designs job

Equity Theory

Model: people strive for fairness and justice in social exchanges or give-and-take relationships

T or F: hygiene factors keep us satisfied; however, we need both hygiene factors and motivators in order to be truly happy.

True

Self-Determination Theory

assumes that three innate needs influence our behavior and well-being: competence autonomy relatedness

Maslow's Hierarchy of Needs

bottom: physiological, safety, love/belonging, esteem, self-actualization motivation is a function of the above needs

Two perspectives of motivation

content theories process theories

Interactional

describes the "quality of the interpersonal treatment people receive when procedures are implemented"

motivation

describes the psychological processes "that underlie the direction, intensity, and persistence of behavior or thought"

idiosyncratic deals

employment deals individuals negotiate for themselves, taking myriad forms from flexible schedules to career development

3 parts to the expectancy theory

expectancy, instrumentality, valence

process theories

explain the process by which internal factors and situational factors influence employee motivation

Two types of motivation

extrinsic and intrinsic

content theories

identify internal factors such as needs and satisfaction that energize employee motivation

Job Design

is altering jobs to improve the quality of employee job experience and level of productivity

bottoms-up approach

job crafting

Job Context (hygiene factors)

no dissatisfaction: jobs with good company policies and administration, technical supervisors, salary, interpersonal relationships with supervisors, and working conditions. dissatisfaction: jobs with poor company policies and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions.

Job Content (motivators)

no satisfaction: jobs that do not offer achievement, recognition, simulation work, responsibility, and advancement satisfaction: jobs offering achievement, recognition, simulating work, responsibility, and advancement

Intrinsic Motivation

occurs when an individual is inspired by "the positive internal feelings that are generated by doing well"

Job Characteristics Model

promotes high intrinsic motivation by designing jobs that possess the five core job characteristics: - increased job satisfaction - enhanced employee intrinsic motivation - increased performance - reduced stress - lower absenteeism

Organizational Justice

refers to the extent to which people perceive that they are treated fairly at work

Distributive

reflects the perceived fairness of how resources and rewards are distributed or allocated

Extrinsic Motivatoin

results from the potential or actual receipt of external rewards

performance management

set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations

Expectancy Theory

states that people are motivated to behave in ways that produce desired combinations of expected outcomes

Acquired Needs Theory

states that three needs - achievement, affiliation, and power - are key drivers of employee behavior

Procedural

the perceived fairness of the process and procedures used to make allocation decisions