HR chapter 4

Hygiene factors

are extrinsic (outside) to the work itself and include factors such as pay and job security. - Lack of motivation - Inadequate job security, and conditions can leas to dissatisfaction.

Motivation Factors:

are intrinsic (in born) to the work itself and include factors such as achievement and recognition.

Maslow's hierarchy of needs theory:

assumes that human needs are arranged in a hierarchy of importance. (Basic need for long life goals)

Need based theories of motivation:

assumes that need deficiencies cause behavior. - The hierarchy of needs

Process based perspective on motivation:

focus on how people behave in their efforts to satisfy their needs.

Equity theory:

focuses in people's desires to be treated with that they perceive as equity (fairness) and to avoid perceived inequity.

Effort to performance expectancy:

is a person's perception of the probability that effort will lead to performance.

Learning:

is a relatively permanent change in behavior or behavioral potential resulting from direct or indirect experience.

Classical conditioning

is a simple form of learning that links a conditioned response with an unconditional stimulus. (ex lets say an employee gets introuble at work on a day where the boss is wearing a certain color suit and the next time the boss wears that color she/he dreads it.

Outcome:

is anything that results from performing a particular behavior.

Reinforcement theory:

is based on the idea that behavior is a function of its consequence.

Organizational behavior modification (QB Mod):

is the application of reinforcement theory to people in organizational settings.

Equity

is the belief that we are being treated unfairly in relation to others; inequity is the belief that we are being treated unfairly in relation to others.

Valence:

is the degree of attractiness or unattractness a particular outcome has for a person.

Performance to outcome expectancy

is the individual's perception of the probability that performance will lead to certain outcomes.

Motivation

is the set of forces that leads people to behave in particular way.

Scientific management approach:

motivation assumes that employees are motivated by money. - Economically motivated by money

Human Resources approach:

motivation assumes that people want to contribute and are able to make a genuine contribution.

Human relations approach

motivation suggests that favorable employee attitudes result in motivation to work hard. - Employees want to feel useful and important. Employee have strong social needs that are more important then money.

• Physiological needs

need for sex, food, and air

Social Learning:

occurs when people observe the behavior of others, recognize their consequences, and alter their own behavior as a result.

• Security needs:

things that offer safety and security. Like adequate housing and clothing and freedom from worry

* 3 conditions must be met before motivated behavior occurs

1. Effort to performance expectancy must be well above 0 (the worker must reasonably expect that exerting effort will produce high level of performance) 2. The performance to outcome expectancies must be well above 0 (the person must believe that performance will realistically result in valued outcomes) 3. The sum of all valences for the potential outcomes relevant to the person must be positive (the positive needs to over weigh the negative, like stress is negative but getting paid more money over weighs the stress)

• Esteem needs

1. The need for positive self image and self respect. 2. The needs to be respected by others

Dual Structure theory:

: identifies motivation factors, which affect satisfaction, and hygiene factors, which determine dissatisfaction.

• Self-actualization needs

: persons realizing his or her full potential and becoming all that he or she can be.

The Ethics of QB Mod:

- The primary ethical argument is that use of QB mod comprises individual freedom of choices. - The keys are for managers to recognize and not abuse their ability to alter subordinate behavior and for employees to maintain control of their own work environment to the point that they are fully cognizant of the behavior choices they are making.

* The expectancy theory offers several important guidelines for the practicing manger. The following are fundamental guidelines:

1. Determine the primary outcomes each employee wants 2. Decide what levels and kinds of performance are needed to meet organizational goals. 3. Make sure the desired levels of performance are possible 4. Link desired outcomes and desired performance 5. Analyze the situation for conflicting expectancies 6. Make sure the rewards are large enough 7. Make sure the overall system is equitable for everyone

ERG Theory

describes existence, relatedness, and growth needs (social needs and the basic needs) 1. Existence needs: those necessary for basic human survival- roughly corresponding to the psychological and security needs of Maslow's hierarchy. 2. Relatedness needs: those involving the need to relate to others are similar to Maslow's belongingness and esteem needs. 3. Growth needs: are analogues to Maslow's ideas for self-esteem and self-actualization.

• Belongingness needs

primarily social. Like the need for love and affection and need for acceptance with peers.

Expectancy theory:

suggests that people are motivated by how much they want something and the likelihood they perceive of getting it. - Effort to performance