BA 350 - Exam 3**

Entitleds Person

A TAKER Those who are comfortable with an equity ratio GREATER than their comparison other -ok with being a taker

Measurement (performance management)

Actual performance vs. Measured performance (want as much overlap as possible) -> TRUE ASSESS *Actual performance = Deficiency (performance overlooked by evaluator) *Measured performance = Unreliability (evaluator's situational factor & employee's temporary personal factors) & Invalidity (poorly defined task performance) **overlap = TRUE ASSESSMENT

Endogenous processes

Deeper meaning persons salvation Heaven (Internal) (personal)

N/S

N/S: Intuition vs. Sensing -theory, interrelations vs. data, practical application

Interdependence

Self-reliant good!

Stressor

Triggers a stress response IE a car crash

Type I theory & Critique

Type I: Traits/Characteristics

If you admire me, then I most likely have _____ power over you. a. coercive b. referent c. reward d. legitimate e. expert

b. referent

Expectancy Theory

**Must believe in all 3 of these for Theory to work! -May be altered b/t PEOPLE: If you have an External locus of control, Expectancy will be hard for you -> could be luck/fate -May be altered b/t SITUATIONS: Challenge instrumentality -> Boss A gives you a bonus for hard work while Boss B does not

Your company has been experiencing a large number of stress-related lawsuits and there's been an increase in turnover and absenteeism. You have been put on a task force to solve this problem. The goal of the task force is to do the following...

*Identify possible stressors at work... -Sexual Harassment, -Projects, Favoritism, -Overwork/Long Hours -Coworker Disagreements *Identify possible nonwork stressors that may spill over into work... -Household Problems -Politics, Death -Weather -Traffic *Identify ways the company can reduce the amount of stress/strain that employees experience... -Team bonding activities -Company parties -Get rid of PTO (McGladrey example) *Identify ways that individuals can reduce the amount of stress/strain they experience... -Go to a therapist -Ask others for help -be proactive about new projects/new situations (don't let your problems stay within and build, fix them)

Individual Prevention / Help

*Learned optimism *Time management *Leisure activities *Therapy *Work out / exercise *Music *Sleep *Vacation *Support groups (family/friends) *Food (diet) *Relaxation training *Meds / Vitamins

Positive rewards used by Organizations

*Material rewards -pay, stick, bonuses, expense accounts *Supplemental benefits -health, child care, health spa, company cars *Status symbols -large offices, paintings, rings, private lounges *Social rewards -praise, invitations to lunch, awards *Rewards from task -achievement, responsibility, important task, autonomy

Organizational Prevention / Help

*job redesign *role negotiations / goal setting *social support systems *Employee Assistance programs (EAP) *Sports events / activities *Social events *Nap pods / rooms *Laundry *Retreats *Day care *Health clubs *Bring your dog to work *Dentists *Healthy / Free food

Valence

*the VALUE Importance one places on a Reward -"what rewards do I value?" -give unique rewards based on the individual -as a manager, ask what they value -ex: money, time off, recognition, etc.

Consequences of Goal Setting

-increase work motivation / performance -reduced role conflict / ambiguity -improved accuracy of performance review

Strategies for Resolution of Inequity

1. Alter your outcomes -ask for more money 2. Alter your inputs -work less time if getting paid less 3. Alter the comparison of other's outcome -try to sabotage someone to get them paid less 4. Alter comparison of other's inputs -try to get someone to work more 5. Change who is used as a comparison other -compare yourself to someone working more for less pay (may be outside company) -may be difficult to compare to someone outside company b/c may have diff. pay structure 6. Rationalize the inequality -accept the inequality as you not working hard enough 7. Leave organizational situation -transfer or leave company

5 things that make politics in the workplace WORSE

1. Ambiguous goals 2. Unclear authority 3. Lack of formal processes (how to select people, etc.) 4. Scarce resources 5. Uncertainty of org.

ERG Theory

1. EXISTENCE Physiological / physical safety -living, existence 2. RELATEDNESS Interpersonal safety, Love, Interpersonal Esteem -how do I relate to other people 3. GROWTH Self-actualization, self-esteem -self, growth

Equity Theory - 3 Types of Individuals

1. Equity Benevolents 2. Equity Sensitives 3. Entitleds *As a manager, you don't want to motivate inequity, but you don't want people to feel unhappy. -You can't always make something equal, but you can try to make things Fair

4 Approaches to Stress

1. Homeostatic / Medical Approach *fight-or-flight; homeostasis or equilibrium -always trying to go back to your steady state -stress is a defense mech. in certain times to help you -adrenaline, shaking -natural body reactions 2. Cognitive Appraisal Approach *psychological; perceptions -something is stressful as long as we perceive it as stressful -person A might be stressed while B is chillin' -Objective event - person doesn't like event -Subjective - perceive it as stressful -Correlation b/t obj. & subj. stress is .7 3. The Person-Environment Fit Approach *fit; role stress -if you don't fit in your environment well, you'll stress -conflict : if you have a poor fit b/t job & values 4. Psychoanalytic Approach *gap b/t ego-ideal & self-image -Sigmund Freud -Stress when there's a huge gap b/t your ego-ideal (what you should be) and your self-image (what you're currently going through) -ex: people say I'm short, but I disagree

What followers want/expect from leaders

1. Honesty 2. Competent 3. Forward looking 4. Inspiring 5. Intelligent 6. Fair-minded 7. Broad-minded 8. Straight-forward 9. Imaginative 10. Dependable 11. Supportive 12. Courageous 13. Caring 14. Cooperative

Correcting Performance (performance management)

1. Identify Primary Care / Responsibility -machine? employee? customer? structure? 2. Determine problem's Source (w/in the cause) -motivation? situation? equipment? training? 3. Develop Corrective Plan of Action

4 components of leadership

1. Leadership characteristics & competencies 2. Knowledge of situation 3. Knowledge of and ability to work with others 4. Knowledge of self, self awareness

Manifest Need's Theory

1. Need for ACHIEVEMENT -excellence, competition, persistence, pushing yourself 2. Need for POWER -desire to influence/impact others, in charge 3. Need for AFFILIATION -establish/maintain warm, close relationships w/ others -part of a group, liked, accepted, included 4. Need for AUTONOMY -work alone, minimum supervision/structure, make own decisions All four exist in us, but can be more driven than others -ex: Manager: strong Power need, moderate Achievement need, weak Affiliation need Ex: Bill Clinton achievement? High power? High affiliation? Too High (interns) autonomy? Low

Organizational Politics vs. Political Behavior

1. Organizational Politics def: use of power/influence in an org. 2. Political Behavior def: actions not officially sanctioned by an org. that are taken to influence others in order to meet one's personal goals -personal goals relating to you -doing something the company may not really approve of, but gets you ahead --ex: spread rumors about person against you for prom. --ex: getting someone else to do work & take credit Most people have witnessed office politics in org. When is office politics more prevalent (likely)? -unclear goals -ambiguous lines of authority -lack of formal processes -scarce resources (shady) -in times of uncertainty (we don't know what's going on) -ex: when Cali. budget was bad, lack of uncertainty, created a lot of office politics Advice: don't make a faux pas -false step: gossip about boss, criticizing, gets back

Influence Tactics used in Organizations

1. Pressure *coercive power *least effective *use demands/threats to get someone to comply -"you better do this or else" 2. Upward Appeals *appeal to upper management *help me to convince other people *use upper management to influence you -"hey, the boss wants you to do this..." 3. Exchange *make an explicit promise of a benefit -"you scratch my back, i'll scratch yours 4. Coalition *use support of others -"everyone else thinks it's a good idea" 5. Ingratiation (#3 most used) *try to get someone in a good mood *compliment/small talk b/f asking *parents/teachers -"you're my fave teacher" 6. Rational Persuasion (#2 most used) *try to use evidence -"from last year's report, we've concluded..." 7. Inspirational Appeals (#1 most used) *emotional / personal appealing request *values, ideas, ethics *most of America responds to this -ex: "Yes we can!" 8. Consultation (#4 most used) *trying to get buy-in from group *have someone help early on so they're interested *including someone in a decision *asking to be a part of something -ex: American Idol ("we want you!") Pressure = Least Effective *Elections: Most Effective = Inspirational Appeals *every candidate uses this! *Obama used 3: -Inspirational Appeals, Coalition, Rational Persuasion

Managing your Boss

1. Understand your Boss goals/needs, pressures, strength/weakness, work-style -what are they stressing about? -more detailed or abstract? 2. Understand Yourself dependence on authority, strength/weakness,workstyle -how to make boss look good? 3. Develop / Maintain Relationship that: fits Both needs/styles, meets Mutual expectations, keeps boss Informed, based on Honesty, selectively use boss' Time & Resources -how to talk to him/her? -very strategic way to think about your job -ex: new boss, same industry, from outside... --not detail-oriented (new) --first, tell about your company (doesn't know) --ask questions, their expectations --ask how often communicate / what form?

Early Theories of Motivation

1. [Taylor, Smith] people act out of SELF INTEREST for economic & ECONOMIC GAIN. Money. Scientific management principle. 2. [Alderfer, Freud, Maslow] People behave in ways that will gratify differing Emotional NEEDS

Professor Chung's Top 10 Survival Rules

10. Remember courtesies -thank you/congrats notes -super important - they'll remember you -written card better than email -when you make a mistake, they'll be kinder 9. Do NOT go around supervisor -you'll pay for it if you do -try to resolve w/ them first, then go around 8. Humility is key -know that you know nothing -otherwise no one likes you -boss might think you're trying to take their job 7. Carbon copy others -keep relevant people in loop OR ELSE -keep on same page -gets things done faster 6. Learn what "tact" is & use it -always help people save face -discipline people Privately when dealing w/ coworkers -don't embarrass people -don't make them look bad so you look good 5. Know main players -formal/informal -those who can benefit/hurt you -sometimes informal are more useful 4. Find a powerful mentor -use a successful person to get ahead -senior level who can navigate/guide you 3. Environmental Scanning -before you start telling people what to do... --figure out norms / observe -learn culture, politics, learn faux pas -know what to do right 2. Do NOT gossip -will come back around -you don't know who people know 1. Respect EVERYONE -janitor, secretary, etc. -they know what's going on

Distress Response

A Headache, backache, angry Adverse psychological, physical, behavioral, & organizational consequences that may occur as a result of stressful events

Yerkes-Dodson Law

A little bit of stress promotes the best outcome! *not too little / too much stress *has to be just right (left) Boredom -nothing is happening -Low Distress -understimulation -ex: summer break, not getting anything done (middle) Optimum stress load -not too much, not too little -Eustress -good b/c gives you enough energy to get things done -ex: running a marathon, have someone close to you, gives you boost to run faster (right) Burnout -too much happening -High Distress -overstimulation

Stress

A state of mental or emotional strain or tension resulting from adverse or very demanding circumstances.

Personality Hardiness (individual differences in reaction to strain)

Ability to cope w/ stress *Commitment (vs. alienation) -be w/in present moment -sense of curiosity *Control (vs. powerlessness) -Internal locus of control -You make the choices in your life *Challenge (vs. threat) -you see change as opportunities -willing to overcome an obstacle When all 3 * are put together, you have a hardy personality (can handle stress well) --let go of the things you can't control

Need theory

Achievement Power Affiliation Autonomy

Counterdependence

Act like Dont Need Help "Im okay, I'm okay"

Leaders

Active Inspire Long-term plans Change

Regression Hypothesis

Alderfer's ERG theory: PEOPLE SETTLE FOR LESS People get frustrated at meeting needs in higher levels of hierarchy, so they will Intensify their accomplishments at the level of which they are currently at -regress by staying in level you're "stuck" in -ex: can't reach self-actualization, so do a lot of Esteem --get a lot of people to respect me

Extinction (operant conditioning)

Attach NO consequences ignoring complainer -most effective if used w/ Positive Reinforcements Use punishment when there's danger or seriously undesirable/unethical behavior -praise in public, punish in private -if you say not to do something, then you need to show what the correct alternative is

Benevolent Person

Comfortable with LESS Those who are comfortable with an equity ratio LESS than their comparison other -ok with getting the short stick -uncommon -ex: someone who loves their job & doesn't feel a need for more pay

Self-Efficacy

Confidence/Belief you have to accomplish a specific task *you watch someone do it, you believe you can do it too (ex: fear factor)

Performance Appraisal (performance management)

Def: evaluation of a person's performance To employees: -provides feedback -identifies developmental needs -decides promotions/awards -decides demotions/terminations -develops info. on org.'s selection/placement decision -develop people / enhance careers

Expectancy

EFFORT leads to Performance (E->P) -performance probability -"what are my chances of getting the job done if I put forth the necessary effort?" -related to locus of control

Sensitives Person

FAIRNESS Those who prefer equity / fairness Based on original formed theory

Management by Objectives (MBO)

Goal setting program based on negotiations b/t employees & managers -works best if tied w/ reward system *development plan becomes basis for performance review -ex: "goals & controls" (purex) -ex: "work planning & review" (G.E.) *goal setting works for everyone -not affected by personal differences

2-Factory - Job dissatisfaction

HYGIENE Job Dissatisfaction Low Left CONTEXT Less important / does not directly affect motivation OR do a good job / maintenance

I/E

I/E: Introverts vs. Extroverts -alone vs. with others

Rewards (performance management)

Individual vs. Team Rewards *should use a combination of rewards based on situation/industry/project INDIVIDUAL rewards: -foster independent behavior -may lead to creative thinking & novel solutions -encourage competitive striving w/in a work team TEAM rewards: -emphasize cooperation & joint efforts -emphasize sharing knowledge, info., expertise

Individual & Organizational Consequences of Stress

Individual: *Psychological disorders -burnout, fatigue, depression -psychogenic (psychosomatic) disorders ^--start in your head, then become physical -ex: bad breakup *Medical illnesses -heart problems, migraines, some cancers *Behavioral problems -excessive drinking, violence, anger -ex: drive faster when in a bad mood Organizational: *Withdrawal -tardy, absent, stop working, turnover *Performance decrements -poor quality/quantity, low morale, accidents *Disability claims / Lawsuits -in times of high stress, people file for a lot more disability leaves of absence, company has to pay *52% have considered leaving org. due to stress

Theory Y

Interpersonal (more modern approach) *Assumes... -workers want to contribute -people have ambition, want responsibility, want autonomy, need intrinsic fulfillment -want responsibility, there to fill other needs than just 'money'

J/P

J/P: Judging vs. Perceiving -organized vs. flexible

Social Learning Theory

Learn via observations of other people and then modeling their behavior Observers learn faster! Believes a SELF-REINFORCING People can reinforce or punish their own behaviors Social Learning occurs... 1. tangible awards are readily available 2. people deny themselves access to those awards 3. they allow themselves to acquire these rewards only after accomplishing difficult self-set goals -ex: writers set a page quota before finishing that day *learn via observations of other people & then Model their behavior

2-Factor - Job SATisfaction

MOTIVATORS JOB ENRICHMENT -CONTENT of the job -more important / directly affect motivation drive to do a good job -positive mental health / job enrichment -stimulates psychological growth / human development *achievement *recognition of achievement *work itself *responsibility *advancement **salary *growth -absence of these factors will NOT lead to job dissatisfaction, but rather the Lack of satisfaction --means Neutrality

Maslows cont

Main Points: Behavior is dominated by most Urgent level (need) that is unfulfilled. - IE: you have a good job.. what's your motivator? Esteem? (progression hypothesis) - Always work from bottom up; need first level fulfilled first -ex: storm hits/lose job.. where are we? Physiological Major Flaw: Doesn't talk about going up & down hierarchy Doesn't take into account individual differences - assumes everyone has these needs

Cultural Differences in Motivation Theories

Maslow : Self-Actualization -not as important in other countries as in USA -all humans feel this way -security may be above in certain needs where there is fear in society, such as in countries that have had terrorist attacks McClelland : need for Achievement -not as important in other countries as in USA Herzberg : Achievement -not as important in other countries as in USA -in New Zealand, some hygiene factors turned into motivation factors; Supervision & Interpersonal relationships became Motivators Expectancy Theory : Individualism vs. Collectivism -works better in Individualistic countries (USA) b/c believe they effect what happens to them, which leads to reward -collectivist countries are based more on group reports; may not believe in internal locus of control

Progression Hypothesis

Maslow's hierarchy: -always work from bottom up -need first level fulfilled first

Cultural Differences in Motivation Theory

Maslow: self-actualization - Not always on top McClland: achievement - Need for achievement not the same in other countries Herzberg: achievement - Achievement not a motivating factor Expectancy theory: individualism vs collectivism - Better for countries who are individualistic rather than collectivists - Collectivists performance to reward link will not work the same

Symbols of Powerlessness

People not really having power / over-controlling... *Overly close supervision -watch every little thing you do *Inflexible adherence to rules -strict, tight about schedule, afraid to get in trouble, punctual *Tendency to do the job themselves rather than have employees do it *Protecting turf, punishing orientation, authoritative

Self Reliance (individual differences in reaction to strain)

People who appropriately reach out for support when needed: *Interdependence (healthy) -Self-Reliant: aware of when they need things --confident, enthusiastic, persistent --but reach out when need help *Counterdependence -Insecure: act like they don't need help --turn away, think they can, draw w/in themselves --"i'm okay, i'm okay" *Overdependence -Over-Compensate: too clingy --over-anxious --people will tend to distrust you

Stress Response

Person's unconscious preparation to fight or flee when faced w/ demand -when you hit an animal in your car

Power / Influence definitions

Power def: Ability to Influence another person -let's a person affect other's behavior -get people to do what they otherwise might not do -overcome resistance to changing direction/opposition Influence def: Process of affecting the thoughts, behavior, feelings of another -ex: a person's ability to get something done the way they want it done

Motivation

Process of Arousing & Sustaining goal-directed behavior -energize people to go in a certain direction *latin root Movere = to move

Performance Management

Process of defining, measuring, appraising, providing feedback on, and improving performance

Operant Conditioning

REINFORCEMENT, PUNISHMENT, AND EXTINCTION Reinforcement & punishment: If they do something right... *apply positive consequences -give bonus, reward *withhold negative consequences -won't get yelled at for being late If they do something wrong... *apply negative consequences -employee steals, so you fire them *withhold positive consequences -don't get bonus

Instrumentality Theory (expec)

REWARDS Belief that Performance is related to REWARDS (P->R) -reward probability -"what are my chances of getting the rewards I value if I satisfactorily complete the job?" -motivates employees

Managers

Re-active Position Short-term plans Minimize deviation Stability

Political Skill

React Appropriately so people will buy into it. 1. Social Astuteness *able to perceive situation & read behavior well *self-awareness -know yourself & how people see you *technical people lack this skill 2. Interpersonal Influence *adaptive behavior based on situational queues *able to convince people *use actual situation *high self-monitor (able to blend w/ crowd) 3. Networking Ability *make alliances (coalition) *keep in touch w/ resourceful people 4. Apparent Sincerity *genuine / honest *people want to trust / believe you **the more you have these 4 = politically skilled!

Goal Setting

SCMART: SPECIFIC- tell people how to go about goals CHALLENGING: need a stretch, higher goals, higher attainment, can't be too easy MEASURABLE: did I complete this? -> progress ACCEPTED: I want to achieve this, goals planned REALISTIC: attainable, able to reach, otherwise people would give up TIME-bounded: ending goal or else not motivated -ex: lose 10 lbs in one month? yes!

Exogenous processes

Self interest Economic gain (External) (others)

Theory X

Self-Interest (money) *Assumes... -work is distasteful -people are lazy, lack ambition, dislike responsibility, want to be controlled -want to avoid pain, look for pleasure

How stressed out are these people? Single; Married; Divorced

Single = 59% MOST STRESSED Married = 52% Divorced - 48% LEAST STRESSED

T/F

T/F: Thinkers vs. Feelers -analysis, logic vs. interpersonal involve, subjective

Primary Prevention

Target Stressor! (most effective)

Secondary prevention

Target response (Counting to 10 etc)

Tertiary

Target symptom healing stress take vacation, massage therapy

Work Stressors

Task Demands *Unrealistic goals, short deadlines, not meeting quota, late night, new technology, work overload, downsizing, not enough resources, change Role Demands *Type A, demotion, hate job, new role, ambiguous role, role conflict, overtime Interpersonal Demands *Coworkers, management & relationship, bad evals., customers, harassment, abrasive personalities Physical Demands *late night, heavy lifting, hazardous environment, eye strain, radioactive, safety, weather

Eustres

The RIGHT AMOUNT OF STRESS good

4 types of leadership theories

Type I - Traits/characteristics Type II - Behavioral theories Type III - Situational-trait theories Type IV - Situational-behavior theories

360 feedback (performance management)

Very thorough wealth of info... FEEDBACK: Self-evaluation Manager eval. Customer eval. Peer eval. Reports

'Performance planning and evaluation systems'

When managers use the expectancy theory in organzation

Nonwork Stressors

When things happen at home, we tend to take to work! *marital expectations *child rearing (take care) - lack of sleep *transportation *traumatic events / violence *financial *depression *school *physical issues *home changes / moving

Equity definition

When you perceive you are receiving more or less than another person based on what you think you deserve according to your Inputs & Outcomes (contributions)

Gender Effects (individual differences in reaction to strain)

Women have more stress in workplace -harassed more (sexually), multiple roles, sensitive -women have more chronic issues *Coping mechanism: -talk to others about issues going on -physical reaction: when talking, releases oxytocin & hen combined w/ estrogen, relaxes them When men have stress, it's severe. -heart attacks, aneurysms, more fatal attacks One statistic has gone up: -heart attacks for women -more than ever before in workplace

Preventive Stress Management

You can use 1 or all 3 of these: Primary Prevention: target stressor (most effective!) *target, eliminate, reduce actual stress *deal w/ stress by targeting/eliminating stress itself -ex: dumb bf, turn down job Secondary Prevention: target response *change response to stress *react diff., schedule it in, ignore, don't immediately react (count down from 10), brainstorm ideas, be proactive about it instead of stressing -this is what people don't get the most! Tertiary Prevention: target symptom *healing stress symptoms -ex: take vacation, aspirin, massage, therapy, yoga

Symbols of Power

You want Mentors with ALL of these attributes... *Ability to intercede for someone in trouble -someone at work, you're able to help them out *Ability to get placements for favored employees -able to put someone in prime position -when are you more likely ceo? --operations, finance, sometimes marketing *Exceed budget limitations -go Beyond current budget *Procure above-average raises for employees -able to get more percent increase than others (3%) *Get items on agenda at meeting -raise issues & get heard *Access to early info. *Have top managers seek out their opinion

Equity (Inequity) Theory

[Adams] *People are MORE motivated when they find themselves in situations of Inequity or Unfairness *When you feel things aren't fair, a tension is created & you want to resolve this (Bad Motivation) -results when a competitive other wants same inputs as you (degree, work experience, hours) receives a greater outcome (salary, insurance, car allowance) *Inequity is POSITIVE or NEGATIVE -Positive: you receive MORE than competitive other -Negative: you receive LESS than competitive other *May feel Inequity, even if overpaid -Altering one's inputs: ex: if person is overpaid, more likely to work harder due to guilt *Inequity can be Inputs, Outputs, or both -Inequity is a feeling! Does not matter unless you're Aware of it *Inputs & Outputs can be Intangible -Intangible Input: Emotional investment -Intangible Output: more job Satisfaction = not as much money needed *Inequity Criticisms: -says you're motivated in times of Inequity, but not how you're motivated when there isn't Inequity -doesn't account for Differences b/t Individuals & how they weigh various Inputs & Outputs

5 Bases of Power

[French & Raven] 1. REWARD power *ability to offer a controlled reward (what they want) -salary increase, promotion, bonus *good behavior = good performance -ability is sanctioned by workplace (ability to work) -if you're boss, you have more power than others 2. COERCIVE power *undesirable fear or punishment *negative consequence -dock pay, send to Siberia, sanctifed in supervisor's role 3. LEGITIMATE power *authority, manager's position, mutual agreement *norms/expectations decide if you have leg. power *formally sanctioned by org. *both must believe one has power over him/her -but in certain org.'s, you could be the manager & not have power -ex: coworker asks you to work overtime, you say no --but if it's your boss, you have to 4. REFERENT power *most abstract power *have power over someone attracted to you -doesn't have to be physical *they look up to you (admirer) *based on personal qualities vs. position *could be based on socialization or elders *peer group you want to be a part of -ex: sororities / frats --that's how they get you to do things (hazing) 5. Expert power *knowledge & expertise in a certain area *3 conditions: -must believe info. is accurate -must believe it's relevant & useful info. -must perceive person as an expert -ex: hiring consultant *restricted to realm in which person is involved -profession -doesn't really have to do w/ org. position ~6. Information Power *power to control/distribute info. *disseminates info. to everyone 1, 2, 3, 4 based on Position 5, 6 based on Expertise

2-Factor Theory

[Herzberg] Diff. groups of people want diff. things. Have diff. experiences. Conditions of work environment would affect one or the other. human being's dual nature regarding work environ. Main Points: -Salary is mostly on Dissatisfaction/Hygiene side, but when it relates to Satisfaction/Recognition of work, it is on Motivation side -Hygiene only important up to a threshold level; beyond that, there is little value since you don't have motivators -Even if Hygiene factors are absent, employees may still be motivated to perform their jobs well if the motivation factors are present -Appropriate to be simultaneously dissatisfied & motivated Criticisms: *people not convinced that satisfaction & dissatisfaction are not related to one another *don't account for individual differences *questionable methods used to collect data

4 Political Types

[Maccoby] *Craftsman -least politically active -technical specialist, engineer -very good at job, quiet, sincere, practical -do fine out of politics, until they reach management *Jungle Fighter -desire success at any cost - Machiavellianism -unafraid of stepping on toes -Fox: sly, sneaky, work in little area (trench) -Lion: aggressive, wants to conquer other areas *Company man or woman -YES people -really strongly identify w/ company -will do anything for that company -want to protect themselves -want stability/security -people will go along party lines *Gamesman -loves contests, games, challenges, competitions -charismatic, thinks politics is fun **most political: Gamesman & Jungle Fighter ex: Donald Trump = gamesman & lion

Maslow's Hierarchy

[Maslow] Pyramid (bottom -> top) 1. PHYSIOLOGICAL (base) Survival/health: water, air, food, shelter -payment here if you need money to live -At work: drinking water, lunch breaks, comfortable temp., clean air, work space, light, prevent smoke 2. SAFETY & SECURITY needs Self-preservation *Physical (safety): -freedom from threat, danger, deprivation, violence -not being hurt by someone or extreme environment/contamination *Interpersonal (security): -freedom from bullying, sexual harrassment -At work: security guards, lights, rules/procedures on safety, sex. harr., firing terms, layoff poliicies, contracts 3. LOVE (social) needs *Affiliation, companionship, belong, harmony -At work: increase Teamwork, more open Space, Discussions, Retreats, Task forces, Intramural teams 4. ESTEEM needs Self-confidence, appreciation, respect, feeling good about yourself *Self-Confidence Esteem: -Rewards, have them feel they Succeed *Interpersonal Esteem: -Respect, Appreciation from others -At work: promotions, compliments, rewards 5. SELF-ACTUALIZATION needs MOST well-known & Least understood Are you reaching your full potential? Challenge yourself to Grow -At work: have challenging projects, self-development career path. Some companies actually plan/DO self-development each year

Type A pattern behavior (individual differences in reaction to strain)

achieving all the time -competitive, hostile, multitask, impatient, drive towards goals -can be good (motivator) -don't want too much (could be lethal) *type B is more relaxed, flexible -org.s can be type A or B --A : Wall street, Law firms, billable hours --B : Government, Non-profits, Movies, Skate shop --most companies are somewhere in b/t --if you're an A in a B environment = stress (vice versa) *what is best? -extreme A person in extreme A environment -find coping mechanisms -> hang w/ B people

What tactics are most effective with subordinates? a. Rational persuasion and ingratiation b. Consultation and inspirational appeals c. Inspirational appeals and exchange d. Rational persuasion and coalition e. Pressure and exchange

b. Consultation and inspirational appeals -including & we believe in you

Alex has 5 exams. He has a terrible headache. This is known as... a. a stress response b. distress/strain c. stressor d. optimal stress level

b. Distress/Strain -headache is consequence of exams -stressor = exams -stress response = crying

Amy decides to go on vacation after a stressful period at work. This is an example of: a. Secondary prevention b. Tertiary prevention c. Primary prevention d. Hectogory prevention ---> this isn't real.

b. Tertiary prevention

If a person is overpaid, s/he is likely to work harder, this is an example of: a. altering one's outcomes b. altering one's inputs c. altering other's outcomes d. altering other's inputs e. rationalizing the inequity

b. altering one's inputs

Positive Reinforcement Principles (operant)

behavior that is rewarded gets repeated" - skinner *reward A while hoping for B -i'm rewarding quantity when i really want quality *do not reward all employees the same *feedback should be immediate

You are dissatisfied with how your boss treats you at work. According to Herzberg's theory, this is a ________ factor. a. Motivation b. Social c. Hygiene d. Autonomy

c. Hygiene -Supervision (boss)

Mike is an account manager for Hernandez Advertising. He earns a decent salary and his family is well taken care of. Mike has been at his job for 10 years and is doing well. Mike has lots of friends at work and receives a lot of praise for the business that he brings in. What level of needs does Mike still need fulfilled? a. Physiological b. Self-esteem c. Self-actualization d. Safety & Security e. Love (social)

c. Self-actualization

James starts drinking when his workload increases. This is an example of a... a. psychological disorder b. medical disorder c. behavioral problem d. withdrawal behavior e. none of the above

c. behavioral problem

What personality variable is related to expectancy? a. Machiavellianism b. Self-monitoring c. Self disclosure d. Internal (or external) locus of control

d. Internal / External locus of control

What tactics are most effective with supervisors and peers? a. Rational persuasion and ingratiation b. Consultation and coalition c. Inspirational appeals and exchange d. Rational persuasion and coalition e. Pressure and exchange

d. Rational persuasion and coalition -using facts & say everyone else supports this

Empowerment

def: Sharing power, delegating authority, increases motivation & higher self-efficacy *sharing power makes you more powerful! -you actually Produce more -you get Loyalty; they Want to follow you -more Effective, people working feel better -gain Respect, they're Happy, make you look good 1. allow autonomy, remove bureaucratic constraints -empowering more people / make them happy -allow people to take advantage of stuff -ex: Ritz Carlton/Nordstrom: pay $500, get whatever you want 2. express confidence / set high performance standards -you believe in me -> i'll want to perform better 3. allow participation in (individual) decision-making -allow them the choice of how to do their job 4. set inspirational / meaningful goals **worst case scenario: Give a person a lot of responsibility, but no Authority -when you give autonomy, they need money -make people feel good, let them make decisions