Chapter 11

Feedback:

the degree to which carrying out the work activities required by the job results in the individual's obtaining direct and clear information about the effectiveness of hits or her performance.

Task significance:

the degree to which the job affects the lives or work of other people.

Autonomy

the degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.

Skill variety

the degree to which the job requires a variety of activities so the worker can use a number of different skill and talents.

Task identity

the degree to which the job requires completion of a whole and identifiable piece of work.

Energy

is a measure of intensity or drive

Instrumentality or performance-reward linkage

is the degree to which the individual believes that performing at a particular level is instrumental in attaining the desired outcome.

Valence or attractiveness of reward:

is the importance that the individual places on the potential outcome or reward that can be achieved on the job. Valence considers both the goals and needs of the individual.

Expectancy or effort-performance linkage

is the probability perceived by the individual that exerting a given amount of effort will lead to a certain level of performance.

Motivation

refers to the process by which a person's efforts are energized directed and sustained toward attaining a goal. Contains 3 elements:

Equity theory:

theory that an employee compares his or her job's input-to-outcome ratio with that of relevant other and then corrects any inequity.

Job characteristics model:

A framework for analyzing and designing jobs that identifies 5 primary core job dimensions, their interrelationships, and their impact on outcomes.

Open book management:

A motivational approach in which an organization's financial statement (the "books") are shared with all employees.

Low cost performance rewards

Clarify each person's role in the organization. Show them how their efforts are contributing to improving the company's overall situation. Personalized incentives - reach out to employee's.

Distributive Justice:

Perceived fairness of the amount and allocation of rewards among individuals.

Procedural justice:

Perceived fairness of the process used to determine the distribution of rewards.

Employee recognition programs:

Programs that consist of personal attention and expressions of interest, approval, and appreciation for a job well done. -Point based incentive system.

Maslow's Hierarchy of needs:

Self Actualization: Growth, achieving potential, self fulfillment "be all you can be". Esteem: internal (self-respect, autonomy, achievement) and external (status, recognition, attention). Social: Affection, belongingness, acceptance, Friendship. Safety: Security and protection from harm; assurance that physical needs will continue to be met. Physiological: food Drink shelter, sex, sleep, other physical requirements.

Direction

That benefits the organization

Pay-for-performance programs:

Variable compensation plans that pay employees on the basis of some performance measure.

Persistence

We want employees to persist in putting forth effort to achieve those goals.

Need for achievement (nAch):

Which is the drive to succeed and excel in relation to a set of standards.

Need for power (nPow)

Which is the need to make others behave in a way that they would not have behaved otherwise.

Goal-setting theory

Working toward a goal is a major source of job motivation. Will employees try harder if they have the opportunity to participate in the setting goals? 314 We know that people will do better if they get feedback on how well they're progressing toward their goals because of feedback helps identify discrepancies between what they're done and what they want to do. Goal-setting theory assumes that an individual is committed to the goal. Commitment is most likely when goals are made public, when the individual has an internal locus of control, and when the goals are self-set rather than assigned. Self-efficacy refers to an individual's belief that he or she is capable of performing a task. The value of goal-setting theory depends on the national culture. It's well adapted to north american countries because its main ideas align reasonably well with those cultures. It assumes that subordinates will be reasonable independent.

Theory x:

a negative view of people that assumes workers have little ambition, dislike work, want to avoid responsibility, and need to be closely controlled to work effectively.

Theory Y:

a positive view that assumes employees enjoy work, seek out and accept responsibility, and exercise self-direction.

Expectancy theory

the theory that an individual tend to act in a certain way, based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

Need for affiliation (nAff):

which is the desire for friendly and close interpersonal relationships