HCAD Exam 2
Abraham Maslow
1954; father of humanistic psychology; created five-tier Hierarchy of Needs to explain human behavior
Frederick Herzberg
1959; developed Two-Factor Theory (Motivation-Hygiene).
Douglas McGregor
1960; Theory X and Theory Y by which managers view their employees
Clayton Alderfer
1972; criticised Maslow; alternative needs hierarchy; ERG Theory
Hackman and Oldham
1980; developed Job Characteristics Model; 5 core motivational characteristics in the work place
David McClelland
1985; studied people's responses to pictures of groups; identified three types of motivational needs
Newsom
1990; summarized Expectancy Theory with "Nine Cs"
Huizinga
1991;tried to validate Maslow in the workplace; surveyed managers in the Netherlands; found no evidence that there is a single dominant need, or that it diminishes once gratified
inputs and outcomes
2 major components in Equity Theory
Self-Esteem Needs
4th level of maslow
attribution
CAUSAL explanation of for an event or behavior
Nine Cs
Challenge, Criteria, Compensation, Capability, Confidence, Credibility, Consistency, Cost, Communication
experimenters of the Hawthorne Studies
Elton Mayo, Frederick Roethlisberger
Victor Vroom
Expectancy Theory ; 1964
Content theories of motivation
Explain the specific factors that motivate people and answers the question "what drives behavior?"
continuous reinforcement
FASTEST way;specific employee's behavior reinforced each time it occurs
Reinforcement Theory
Skinner; 1953; an employee's behavior will be repeated if it is associated with positive rewards and will not be repeated if it is associated with negative consequences.
Adams Equity Theory determination of strength of motivation
The strength of the motivation to reduce the tension is proportional to the perceived inequity
(Affiliation)Love and Belonging
Third Level of Maslow
Expectancy Theory
Victor Vroom ; for any given situation, the level of a person's motivation with respect to performance is dependent upon his/her desire for an outcome, The individual's performance is perceived to be related to obtaining other desired outcomes. The perceived probability that his or her efforts will lead to the required performance.
valence, instrumentality, and expectancy
Vroom's three factors that explain what the force that drives a person to perform is dependent on
tension is proportional to the degree of inequity
When an inequity is perceived by an individual
reward power
ability to give rewards, something that holds value to another individual
coercive power
ability to punish either by administering a punishment or by withholding something that an individual needs or wants
fixed-interval reinforcement
administered at predetermined periods
goal
aim of an action that a person consciously desires to achieve
variable-interval reinforcement
allows reinforcements to be administered at irregular intervals
existence needs
an individual's concern with basic material and physiological existence requirements.
instrumentalities
any aspect of the physical plant of the organization (such as equipment)
referent power
attraction for another person. They have the ability to influence. The greater the attraction, greater the identification and greater the power
legitimate power
authority given to an individual on the basis of a given role or position
hostile aggression
behaviors aimed primarily at harming another person
hostile attribution style
biased toward external stable attribution for negative outcomes
pessimistic attribution style
biased toward internal stable attributions for negative outcomes, external unstable for positive outcomes
optimistic attribution style
biased toward internal stable attributions for positve outcomes, external unstable for negative outcomes
Deficiency Needs
bottom 4 levels of Maslow ; create the inner tension
Physiological
bottom/first level of Maslow's Hierarchy
minimal strength expectancy
certainty that the act will NOT be followed by the outcome
variable ratio reinforcement
change is consistent and very resistant to extinction; number of behaviors necessary for reinforcement varies
Grant
conducted study involving job redesign for bank tellers increasing job performance and satisfaction
goal setting
conscious process of establishing levels of performance in order to obtain desirable outcomes
two groups of motivation theories
content and process
virtual integration
coordination of health care services through patient-management agreements, provider incentives, and information systems.
4 ways to develop a power base
create sense of obligation, build reputation as a expert, identification, perceived dependence
inputs
defined as those things a person contributes to an exchange
instrumental aggression
describes behaviors targeted at obtaining a goal that the employing organization is not providing.
locus of causality
describes the internality or externality of an attribution; influences emotional reactions
empowerment
desirable motivational state ; heightened state of motivation caused by optimistic effort-reward expectations
Resilience
desirable motivational state ; staunch acceptance of reality.. strongly held values, uncanny ability to improvise and adapt to significant change
positive reinforcement
desired outcome is associated with a behavior
illumination experiments in the Hawthorne Studies
determined productivity increased by both the control group and the experimental group (lighting alternated)- attention received by the group was really responsible
distorting other's inputs and outcomes
easiest method of reducing discomfort of inequity according to Adams
creating sense of dependency
employees control access to instrumentality, people, and information
Alderfer's three categories of needs
existence , relatedness, and growth
Three Goals of Organizational Behavior
explain WHY people behave the way they do, PREDICT how they will behave based on internal and external factors, and provides MANAGERS with tools so that goals are met
Hygiene factors
extrinsic; necessary to avid dissatisfaction but do not provide motivation by themselves
assembly group experiments in the Hawthorne Studies
first excellent work conditions are put in place, then restored back to normal; found productivity remained high due to group being allowed to develop socially with a common purpose
Satisfaction-Performance Theory
first motivational model that dealt with the relationship between satisfaction and performance
external attribution
frequently associated with externally focused negative emotions like anger and resentment
internal attributions
frequently associated with self-focused negative emotions
accountable care organization
groups of hospitals provide coordinated care to predetermined patient populations
immunization
immunize against demotivate attributions by enabling successes early in career with organization
increasing psychological closeness
increase extent to which managers and employees form the same perceptions regarding their situation ; managers need experience in the field
two components of reward power
individual must perceive that the other person has ability to reward. rewards must have some value to the person.
Growth needs
individual's intrinsic need to be creative and to make useful and productive contributions, including personal development with opportunities for personal growth.
expectancy
individual's perception that his or her effort will positively influence his performance (action- outcome association)
instrumentality
individual's perception that his performance is realated to other outcomes (outcome -outcome association)
organizational politics
intentional acts of influence to enhance the self interest of individuals
Hawthorne Studies
landmark studies that mark the beginning of the HR/behavioral management movement
attributional training
measures employee's attribution styles with an existing assessment device and discussing their biases with them; also discussing causes of success and failures with employee on case-by-case basis
horizontal integration
mergers, acquisitions, and consolidations in one segment of the health care industry.
frustration-regression principle
most important aspect of ERG theory; when a barrier prevents individual from obtaining higher-level need, may regress to lower level need to achieve satisfaction
multiple raters of performance
multiple judges of an employees performance to eliminate personal bias
Relatedness needs
need for developing and sustaining interpersonal relationships.
internal esteem
need for self respect, confidence, and achievement.
punishment
negative consequence : undesirable response to an employee's behavior in the attempt to stop it; positive consequence: something desirable is removed from the employee
valence of zero
person is indifferent to attaining the outcome
expert power
power awarded based on perception of knowledge in a given area.
Herzberg
promoted the concept that if the work one does is significant, it will ultimately lead to satisfaction with the work itself.
motivation
psychological process through which unsatisfied needs or wants lead to drives that are aimed at goals or incentives.
fixed ratio reinforcement
reinforcement administers after a predetermined NUMBER of BEHAVIORS
extinction
removal of an established reinforcement that was previously used to reinforce behavior
external esteem
satisfied by achieving respect of others, social status, and appreciation
Safety
second level of Maslow
Three steps of Goal-Setting Theory
setting the goal, obtaining goal commitment, and providing support elements
vertical integration
single entity owns a continuum of care services to meet the patients full range of heat care needs.
SMART goal
specific, measurable, achievable, results-focused, and time- bound
screening for resilience
standardized measure used during the screening process of simple interview questions; describe past hardships and responses to them
Maximum strength expectancy
subjective certainty that the act will be followed by the outcome
attribution style
tendency to consistently contribute positive and negative outcomes to a specific type of cause
power
the ability to influence other's actions, thoughts or emotions
The Hawthorn Effect
the bias that occurs when people know that they are being studied
negative valence
the person prefers not attaining the outcome
valence
the strength of an individual's want for a particular outcome
Taylorism
the traditional management approach from the 1700s : efficiency is achieved by creating jobs that economize time, human energy, and other productive resources
major criticism of Expectancy Theory
theory does not take into account the relationship between employee performance and job satisfaction
outcomes
things that result from the exchange, such as salary, bonuses, promotions
culture, social structure, and delegation of power
three bases of legitimate power
Five methods for managers to determine goals in Goal-Setting Theory
time-and-motion studies, setting future goals on basis of past, jointly set goals with subordinates, let external forces determine, determine indiv. goals that correspond to long term goals of HCO.
Self- Actualization
top/5th level of Maslow ; desire to be all that you can be ; BEING NEED
unequal relationship and dependency
two components of power
division of labor and limited resources
two organizational factors that make managers dependent on others
learned helplessness
undesirable motivational state ; situation in which individuals come to believe that effort is futile because failure is inevitable l; consequence of reinforcement process
aggression
undesirable motivational state; state of heightened motivation; focused on an undesirable behavior
negative reinforcement
unpleasant effect is eliminated
bank-wiring observation room experiment in the Hawthorne Studies
wage incentives did not work; no cause-and-effect relationship between working conditions and productivity and that any change in productivity is from group dynamics
potential power
when an individual has the ability to influence but does not use it
kinetic power
when individual uses power to influence
positive valence
when the person prefers attaining the outcome
Equality
when the ratio of a person's outcomes to inputs is equal to the ratio of other's outcomes and inputs
Hawthorne Studies interviews
workers were social beings and attitudes change when values, hopes, fears come in to play at the work place and that satisfaction from socializing can cause change in their attitude about work
Goal-Setting Theory
Latham and Locke;1983; , employees who are given specific, challenging goals outperform those who are given vague goals such as "do your best."
Theory X
AUTOCRATIC managers see employees as (negative/pessimistic) dumb and lazy- satisfy low level needs
Adams six methods to reduce the psychological discomfort of inequity
Altering inputs, altering outcomes, cognitively distorting inputs/outcomes, leaving the field, distorting the inputs/outcomes of the comparison other, changing the comparison other
stability
Attribution category where the causes tend to influence outcomes and behaviors consistently over time and across situations ; affects future expectations
Satisfaction
Lawler/Porter; results from performance, rewards, and the perceived equitability of those rewards
beginnings of OB
HR/behavioral management movement in the 1920s
The Job Diagnostic Survey
Hackman and Oldham; measures the degree to which various job characteristics are included in the job
Process theories of motivation
Helps explain how an individual's behavior is energized, directed, sustained, and stopped
Theory Y
Participative managers see employees as (positive/optimistic) creative and competent - satisfy high level needs
Equity Theory
J. Stacy Adams (1965);States that a person evaluates his or her outcomes and inputs by comparing them with those of others.
Satisfaction-Performance Theory
Lyman Porter and Edward Lawler; Extends the Expectancy theory and incorporates the Equity Theory into a model to reflect the relationship of an employee's performance to job satisfaction
Organization theory
MACRO approach analyzed organization at macro perspective
Organizational Development
MACRO approach planned process of change used in organization - improves effectiveness
Organizational Behavior
MACRO approach- applied behavioral science - study of individual and group dynamics within an organizational setting
Human Resources Management
MICRO approach; emphasizes systems, procedures etc for personnel management
achievement (n-Ach), power (n-Pow), and affiliation (n-Aff)
McClelland's three motivational needs
avoidance of unpleasantness and personal growth
Motivation-Hygiene Theory's two sets of needs