VCU MGMT 310 - Chapters 18, 20

equity theory:

- Motivation derives from efforts to seek fairness in rewards - Equity theory consists of a comparison of one's inputs (ex. Work) and outputs (ex. Salary) to the inputs and outputs of others.

Acquired Needs theory:

1. Need for achievement: Need to set, meet, and exceed goals 2. Need for affiliation: need to interact, socialize, and develop friendships 3. Need for power: need to seek opportunities for personal aggrandizement (personalized power) or to make an impact on and influence others (socialized power)

Ryan is a technical expert from whom the employees in an organization often seek suggestions when they face any technical issues at work. The network thus formed is an example of a(n) _____ network.

Advice

___________accounts for how easily a person can reach all other people in the network through his or her direct and indirect ties.

Closeness centrality

Kim, Jake, and Maria are team leaders who work for an organization's HR department. Their teams coordinate during the recruitment and selection process. Kim's team selects candidates' profiles from job portals. Jake's team talks to the selected candidates for initial screening. Maria's team conducts the interviews. Finally, James, the HR manager, decides whether the candidate can be given the offer or not. This scenario is an example of a(n) _____ network in an organization.

Communication

According to David Krackhardt, the components of strong ties include all except:

Different networks

degree closeness (efficiency):

How close a person is to all the other people in his or her network through his or her direct and indirect ties

_____ provide individuals with opportunities to learn and develop professional relationships outside work.

Networking clubs

Maslow's Hierarchy of Needs Theory

Psychological needs Safety Belongingness Esteem needs Self-actualization

Intrinsic rewards:

Rewards associated with "doing the job" that include interesting and challenging work, self-direction and responsibility, variety, opportunities to use one's skills and abilities, and sufficient feedback regarding one's efforts.

Extrinsic rewards:

Rewards used to facilitate or motivate task performance that include pay, promotions, fringe benefits, and job security.

_____ refer(s) to the value that an individual can derive from his or her contacts.

Social capital

_____refers to connections between people close to one another, due to having an office nearby or sharing work or private space.

Spatial proximity

_______refer(s) to the existence of a gap between two individuals that provides access to nonredundant contacts.

Structural holes

Theory Y:

The belief that employees are motivated to do their best and to work to their potential.

Theory X:

The belief that employees inherently dislike work and need to be constantly monitored and evaluated to ensure that they do what is expected. Employees are usually motivated by extrinsic rewards (compensation).

Self-efficacy:

The belief that one has the capabilities to accomplish organizational goals.

betweenness (control):

The extent to which people fall between pairs of other people in the control over information and over others (being in between with people of other networks; expanding networks)

Extinction:

The idea that a behavior stops because it has ceased to be rewarded or punished.

operant conditioning:

The theory that both positive and negative reinforcement increase behavior while punishment and extinction decrease behavior.

Expectancy theory:

The theory that employees expect that high effort should lead to good performance and that good performance, in turn, should lead to reward.

Four-drive theory:

The theory that fulfilling four drives—the drive to acquire, the drive to bond, the drive to comprehend, and the drive to defend—underlies motivation and that the degree to which these are satisfied directly affects employees' emotions and behaviors.

Process theories:

Theories that explain how employees select behavioral actions to meet their needs and then assess whether these choices were successful.

Nonredundant contacts:

contacts in a network who do not lead to the same people or provide the same info. **valuable**

Redundant contacts:

contacts in network who know and communicate with each other and who therefore tend to provide similar information

All of the following are dimensions of brokerage except:

decreasing the broker's or connector's visibility throughout the organization.

Boundary spanners:

individuals (a type of broker) who connect their immediate work group with other parts of the company or with groups in the other organizations.

Brokerage:

is the act of leveraging network position to connect people who are not otherwise connected to one another, to generate and control information

Herzberg's Two-Factor Theory:

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

degree centrality (position):

the number of adjacent links to or from someone when he or she needs information

According to Mark Granovetter, individuals obtain their most valuable information, such as job leads, through their:

weak ties