QUIZ 3 I/O PSYCH

Maslow's Hierarchy of Needs

(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization

Gain Sharing

Compensation based on effective group performance.

Cognitive Theories of Motivation

Emphasize the role that cognition plays in determining worker motivation. Workers are viewed as rational beings who cognitively assess personal costs and benefits before taking action

Employee Ownership

Employees own all or part of the organization

Negative Reinforcers

Events that strengthen a response through avoidance of negative state

What are the four schedules of reinforcement

Fixed-Interval: Hourly wage or Monthly Salary Predictable; quality of behavior is not accounted for Variable-Interval: Bonuses on the bosses whim Rare Fixed-Ratio: Baskets of fruit picked Produce high responses Variable-Ratio: Car-sales person Leads to high levels of motivation because of surprise factor Every once in a while provide a huge reward for good behavior

What negative consequences can an organization expect if employees are experiencing high levels of stress

Burnout - A process resulting from prolonged exposure to stress that leads to withdrawal from the org. Counterproductive work behaviors: deviant, negative behaviors that are harmful to an organization and its workers

Herzberg's Two-Factor Theory

A model that divides motivational forces into satisfiers ("motivators") and dissatisfiers ("hygiene factors")

Profit Sharing

A plan where all employees receive a small share of an organization's profits.

Employee Engagement

A psychological state characterized by vigor, dedication, and absorption in one's work/organization

Flextime

A schedule that commits an employee to working a specified number of hours, but offers flexibility in regard to beginning and ending times for each day. Gives workers more freedom and control planning their work day

Job Burnout

A syndrome resulting from prolonged exposure to work stress that leads to withdrawal from the organization

Stressor

An environmental event that is perceived by an individual to be threatening

What are four strategies organizations can utilize to increase positive employee attitudes

Job Rotation Job Enlargement Flexible Work Schedule Benefit programs

8 Motivation Theories

Maslow's and Alderfer's basic need theories McClelland achievement motivation theory Reinforcement Theory Goal setting Theory Herzberg's two factor theory Hackman and Oldham proposed the job characteristics model Equity Theory Expectancy Theory (VIE)

Intrinsic Motivation

Motivation derived from feelings of accomplishment, intellectual stimulation, autonomy and control over ones work

Method used to assess an individuals motivational needs for Mclelland's Achievement Motivation Theory

People are motivated by different patterns of needs Differ person to person We all possess each of these needs in varying degrees Need for achievement Need for power Need for affiliation

Extrinsic Motivation

People are motivated to perform a behavior because they receive some extrinsic reward

What are two methods for measuring employee stress

Physiological measures of stress include blood pressure monitoring, EKGs for heart rate, or blood tests for stress-linked hormones (cortisol) and cholesterol. Self-report assessments of stress ask people directly to report on their own perceived stress with various rating scales.

What factors may impact an employees' organizational commitment

Similar to factors of job satisfaction (Autonomy, Feedback, Promotions) Commitment is also influenced by chances of finding another job Congruence between worker values, and organizational values, influence organizational commitment.

What positive outcomes may an organization expect if their employees are high in satisfaction and commitment

Speeds up orientation and socialization of new employees Employees require less supervision Improves cooperation and work conflicts Workflow improves when workers communicate outside of work Leads to a positive work environment which contributes to recruitment and retention Workers pick up the slack and cover for others Employees take on new responsibilities and want to improve their performance

Expectancy Theory

States that motivation is dependent on expectations concerning effort-performance-outcome relationships. Three core components: Valence (desirability of outcome) Expectancy (belief that my effort which will lead to the outcome) Instrumentality (likelihood performing a necessary behavior will lead to a particular outcome)

Job Designs Theory

Stress the structure and design of jobs as key factors in motivating workers. If jobs are well-designed to satisfy physical and psychological needs, employees will be motivated

What other factors outside of motivation can impact worker performance

Systems/technology variables, Poor tools and systems will affect productivity Individual differences, Lacking talent, knowledge, or skills Group dynamics, and Organizational factors

How do they differ

The MSQ measures satisfaction with 20 job facets, including supervisor competence, working conditions, task variety, and chances for advancement. the JDI measures satisfaction with five job facets: the job itself, supervision, pay, promotions, and coworkers. Respond with Yes, No, or Undecided

Organizational Engagement

The extent to which an employee sees him or herself as part of the organization, actively looks for ways to contribute to the organization, and is involved with the organization in multiple ways

Stress

The physiological and/or psychological reactions to events that are perceived to be threatening or taxing

Employee Turnover

The rate at which people enter and leave employment in a business during a year.

Job Rotation

The systematic movement of workers from one type of task to another to alleviate boredom and enhance worker training. Provides opportunities for promotion

Describe three individual coping strategies for lowering stress

Time management: may also be used, although their success depends on individual commitment. Vacation time and voluntary absences may also be used to reduce stress, although missed work may increase stress upon the employee's return to work. Cognitive Restructuring: changing the way one thinks about stress

Punishment

Unpleasant consequences that reduce a response

What are the organizational sources of stress?

Work Task Stressors: physical and psychological demands of performing a job Work Role Stressors: the work relationships that must be maintained for a worker to perform the job

What are the two work tasks stressors

Work overload: which results when a job requires excessive speed, output, or concentration. One of the top sources of worker stress Underutilization: resulting from workers feeling that their knowledge, skills, or energy are not being fully used.

Job Ambiguity

a source of stress resulting from a lack of clearly defined jobs and/or work tasks

Goal Setting Theory

a theory that says that specific and difficult goals, with feedback, lead to higher performance

Counterproductive Work Behaviors

deviant, negative behaviors that are harmful to an organization and its workers

Organizational Citizenship Behaviors

involve efforts by organizational members that advance or promote the work organization and its goals. OCBs are positively correlated with both job satisfaction and organizational commitment (Podsakoff et al., 2000).

Job Enlargement

involves the expansion of a job to include additional and more varied work tasks. Requires more highly trained workers and more pay

Job Characteristics Model

skill variety, task identity, task significance, autonomy, feedback

How does the Porter - Lawler model describe the relationship between job satisfaction and commitment

states that job satisfaction and performance are not directly linked, but are related when workers perceive fairness in receipt of work-related rewards.

Equity Theory

states that workers are motivated to be treated fairly. According to equity theory, workers are motivated to reduce perceived inequities. The perception of equity/inequity is determined by comparing the workers input-outcome ratio to a similar comparison of others. Inputs - experience, education, energy Outputs - pay, benefits, recognition

What are the two most widely used standardized surveys of job satisfaction

the Minnesota Satisfaction Questionnaire (MSQ) and the Job Descriptive Index (JDI).

Job Engagement

the investment of an employee's physical, cognitive, and emotional energies into job performance

Reinforcement Theory

theory that positive and negative reinforcers motivate a person to behave in certain ways

Describe three organizational coping strategies for lowering stress

Improving person-job fit; Employee training and orientation; Increase employees' sense of control; Eliminating punitive management; Removing hazardous work conditions; Providing a supportive work environment improving organizational communication

How would you go about motivating a worker intrinsically vs extrinsically

Intrinsic: Making workers job meaningful and having a purpose to the organization Extrinsic: Promotion, Raise

Job Enrichment

Involves raising the level of responsibility of a job by allowing workers a greater voice in planning, execution, and evaluation of their own work activities.

What are the six work role stressors

Job ambiguity: which results from a lack of clearly defined jobs and/or work tasks. Lack of control, a feeling of having little input or effect on the job and/or work environment. Physical work conditions, including extreme temperatures, loud/distracting noises, crowding, poor lighting and ventilation, grave-yard shifts. Interpersonal stress, which results from difficulties dealing with others (supervisors, coworkers, customers) in the workplace. Harassment, including sexual harassment, harassment due to group membership (e.g., gender, race, sexual orientation), and being singled out by a coworker or supervisor. Organizational change, including mergers, changes in work technology, and personnel/managerial changes People prefer things to be predictable and stable Work-family conflict, which results from efforts to balance competing demands of work and family.

Job Uncertainty

Lack of performance feedback

Alderfer's ERG Theory

The theory that three universal needs—for existence, relatedness, and growth—constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivational at the same time.

What are the three individual sources of work stress

Type A behavior pattern, a personality characterized by excessive drive, competitiveness, impatience, and anger-prone people. Susceptibility to stress vs. hardiness, the notion that some people may be more resistant to the health-damaging effects of stress. Self - efficacy, an individual's beliefs in his/her abilities to engage in courses of action that will lead to desired outcomes.

Global Approach

Views job satisfaction as an overall construct.

Facet Approach

Views job satisfaction as made up of individual elements. Helps to identify specific areas of dissatisfaction Pay, work duties and environment, coworkers, supervisor, promotion opportunities, P/J Fit, preemployment expectations, and company policies.

What negative outcomes may an organization expect if their employees are low in satisfaction and commitment

Voluntary absenteeism, higher voluntary turnover

Employee Absenteeism

any failure by an employee to report for work as scheduled or to stay at work when scheduled

Person-environment fit

the match between a worker's abilities, needs, and values, and organizational demands, rewards, and values

Merit Pay

Compensation in which employees receive a base rate and additional pay based on performance.

Skill Based Pay

Compensation in which workers are paid based on their knowledge and skills rather than the job they are assigned.

Organizational Commitment

Consists of a worker's beliefs and behaviors about the entire work organization.

Job Satisfaction

Consists of the positive and negative attitudes about one's job. All aspects of jobs influence JS.

Positive Reinforcers

Desirable events that strengthen a response