mgmt 309 Ch. 16
intrinsic rewards
These types of rewards in the Porter-Lawler extension of expectancy theory are outcomes that are internal to the individual (self-esteem and feelings of accomplishment); these rewards are more powerful than external rewards
equity
An individual's belief that the treatment the individual receives is fair relative to the treatment received by others
telecommuting
This allows employees to spend part of their time working off-site, usually at home, by using e-mail, the internet, and other forms of information technology
Behavior Modification (OB Mod)
This is the method for applying the basic elements of reinforcement theory in an organizational setting; specific behaviors are tied to specific forms of reinforcement
empowerment
This is the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of influence
Porter-Lawler Extension of Expectancy Theory
This is an extension of expectancy theory that assumes if performance in an organization results in equitable and fair rewards, people will be more satisfied and that high performance can lead to rewards and high satisfaction
incentive pay plan
This is another way to say bonus pay
effect of rewards on motivation
Employees will work harder when performance will be measured
group-sharing
This is group based, and all members get bonus when predetermined levels are exceeded; aligns employee and corporate interests; (team)
effect of rewards on behaviors
Extrinsic rewards affect employee satisfaction and reduce turnover
frustration-regression
In the ERG theory this describes when needs remain unsatisfied the individual will become frustrated, regress to a lower level, and begin to pursue those things again; ex. worker previously motivated by money (existence) gets a raise so he then focuses on better friendships (relatedness), when this does not happen he again focuses on more money; content motivation
ERG Theory
In this content motivation theory by Aldefer, people's needs are grouped into three overlapping categories- existence, relatedness, and growth; basically Masow's hierarchy is collapsed down into three levels; assumes that multiple needs can be operative at one time (no absolute hierarchy)
merit pay
This is pay awarded to employees on the basis of the relative value of their contributions to the organization; based on performance evaluation; this type of pay stays with you as long as you are with the company
effect of rewards on attitudes
Job satisfaction is affected by employee satisfaction with intrinsic and extrinsic rewards
fixed ratio
This is reinforcement applied after a certain number of behaviors regardless of time; ex. bonus
achievement, affiliation, and power
McClelland focused on the individual needs for motivation which were these
variable ratio
This is reinforcement applied after a variable number of behaviors regardless of time; ex. compliments by the manager
reward system
The formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded
variable interval
This is reinforcement applied at various times; ex. occasional visit by the supervisor
process perspectives on motivation
These approaches to motivation focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals; search for behavioral options and alternatives; choice of behavioral options to satisfy needs; rewards and evaluation
various work schedules, compressed work schedule, flexible work schedules, job sharing, telecommuting
These are alternative forms of working arrangements
feeling equitably rewarded, feeling under-rewarded, feeling over-rewarded
These are conditions of and reactions to equity comparisons in equity theory
must be sincere about spreading power to lower levels, committed to empowering workers, prepared to increase its commitment to training, and have systematic and patient efforts to empower workers
These are conditions that are necessary for empowerment
Maslow's hierarchy of needs; Aldefer's ERG theory; Herzberg's two-factor theory; McClelland's achievement, power, and affiliation needs
These are content perspectives of motivation
excessively large compensation amounts, compensation not tied to overall and long-term performance of the organization, earnings gap between executive pay and typical employee pay
These are criticisms of executive compensation
non-monetary incentives
These are perk incentives not pay
stock option plans and executive perks
These are special forms of executive compensation
base salary and incentive pay (bonus)
These are standard forms of executive compensation
using work teams and decentralizing the organization
These are techniques for empowerment
identified and recognized individual needs; emphasized the importance of needs to motivation; pioneer into needs relating to motivation
These are the contributions of Maslow's hierarchy of needs
effort-to-performance theory, performance-to-outcome theory, outcomes and valences
These are the elements of expectancy theory
goal difficulty, goal specificity, acceptance, and commitment
These are the four characteristics of the goal setting theory
if rewards are to motivate employees, they must be perceived as being valued, attainable, fair, and equitable
These are the implications of process perspectives on motivation
positive reinforcement, avoidance, punishment, and extinction
These are the kinds of reinforcement in organizations
expectancy theory, Porter-Lawler Extension of Expectancy theory, equity theory, goal-setting theory
These are the process perspective theories on motivation
motivation (the desire to do the job), ability (the capacity to do the job), and work environment (the resources to do the job)
These are the three determinants of individual performance in the workplace
both the effort-to-performance and performance-to-outcome expectancy probabilities must be greater than zero and the sum of the valences must be greater than zero (attractiveness outcomes have a positive valence and unattactive outcomes have negative valences, outcomes to which an individual is indifferent to have zero valences)
These are the two factors needed for motivated behavior to occur in expectancy theory
extrinsic and intrinsic
These are the types of reward offered in the Porter-Lawler extension of expectancy theory
five levels of need are not always present; ordering or importance of needs is not always the same; does not work due to different cultures and personalities that can impact the ordering of needs
These are the weaknesses of Maslow's hierarchy of needs
fixed interval schedule and variable interval (based on time); fixed ratio and variable ratio (based on frequency)
These are various strategies for determining how often reinforcement should occur; greater level of performance occurs in this order of strategies
employee stock ownership programs
These gradually grant stock ownership of the firm to employees as a reward
extrinsic rewards
These types of rewards in the Porter-Lawler extension of expectancy theory are outcomes set and awarded by external parties (pay and promotions)
fixed interval
This is reinforcement that is applied at a fixed time; ex. paycheck
traditional approach to motivation
This approach to motivation assumes that workers are interchangeable tools of production (Taylor Scientific Management), economic gain (money) is the primary motivation for employees, work is inherently unpleasant for workers, and that managers know more than subordinates; failed to consider other motivational factors besides pay
human relations approach
This approach to motivation emphasized the role of social processes in the workplace; it assumed that maintaining the appearance of employee participation is important, employees want to feel useful and important, employees have strong social needs, more important than money (illusion)
human resource approach
This approach to motivation emphasized the value of employees to the organization; it assumed that employee contributions are important and valuable to the organization, that management's job is to encourage participation and create a work environment that motivates employees, employees want to and are able to make genuine contributions
content perspectives
This approach to motivation tries to answer the question "What factor or factors motivate people?"; such as shorter working hours, more pay, improved working conditions, more autonomy, and greater responsibility
acceptance
This characteristic of goal setting theory is the extent to which a person accepts a goal as their own
commitment
This characteristic of goal setting theory is the extent to which an individual is personally interested in reaching a goal
feeling of under-rewarded
This condition of equity theory has these characteristics: employee trying to reduce inequity; change inputs by trying harder or slacking off; change outcomes by demanding a raise; distort the ratios by altering perceptions of self or others; leave situation by quitting job; change comparisons by choosing another object person
feeling of over-rewarded
This condition of equity theory has these characteristics: increase or decrease inputs; distort ratios by rationalizing; help the object person gain more outcomes
feeling equitably rewarded
This condition of equity theory is when the employee maintains performance and accepts comparison as fair
Maslow's hierarchy of needs
This content motivation theory suggests that people must satisfy five groups of needs in order of importance- physiological, security, belongingness, esteem, and self-actualization (in order, can't get to next level without satisfying the previous level)
two-factor theory
This content motivation theory, proposed by Herzberg, claims that people's satisfaction and dissatisfaction are influenced by two independent sets of factors- motivation factors and hygiene factors; it assumes that job satisfaction and dissatisfaction are on two distinct continuums; can be satisfied and dissatisfied at the same time
effort-to-performance expectancy
This element of expectancy theory explains the employee's perception of the probability that effort will lead to a high level of performance; ex. student studies hard to get an A
performance -to-outcome expectancy
This element of expectancy theory explains the employee's perception of the probability that performance will lead to a specific outcome- the consequence or reward for behaviors in an organizational setting; ex. the student thinks that by getting an A he will get a good job
valence
This element of expectancy theory provides an index of how much an individual values a particular outcome; it is the attractiveness of the outcome to the individual
using work teams
This empowerment technique forms collections of employees empowered to plan, organize, direct, and contol their work
motivation factor
This factor of the two-factor theory is based on work content and is on a continuum that ranges from satisfaction to no satisfaction; one way mangers can give employees the opportunity to experience this is with job enrichment
hygiene factors
This factor of the two-factor theory is based on work environment and is on a continuum that ranges from dissatisfaction to no dissatisfaction; managers need to ensure that these are not deficient and not blocking motivation; ex. having toilet paper
goal specificity
This goal characteristic of goal setting theory is based on the clarity and precision of the goal
goal difficulty
This goal characteristic of goal setting theory is the extent to which a goal is challenging and requires effort
growth needs
This group of needs in the ERG theory focuses on needs for self-esteem and self-actualization
need for affiliation
This individual need is the desire for human companionship and acceptance
need for achievement
This individual need is the desire to accomplish a goal or task more effectively than in the past
need for power
This individual need is the desire to be influential in a group and to be in control of one's environment
merit pay plan
This is a compensation plan that formally bases at least some meaningful portion of compensation on merit
relatedness needs
This is a group of needs in the ERG theory that focuses on belongingness and esteem by others
existence needs
This is a group of needs in the ERG theory that focuses on physiological and security
piece-rate incentive plan
This is a reward system wherein the organization pays an employee a certain amount of money for every unit she/he produces; employee pay is based on employee output; assumes that performance is under control of individual worker, employee works at a single task continuously, pay is tightly tied to performance
reinforcement theory
This is an approach to motivation that argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated; the role of rewards as they cause behavior to change or remain the same over time
participation
This is the process of giving employees a voice in making decisions about their work; making decisions about their jobs; decisions about administrative matters (ex. work schedules); having a voice in decision making about broader issues of product quality
motivation
This is the set of forces that cause people to behave in certain ways; the goal of managers is to maximize desired behaviors and minimize undesirable behaviors
job sharing
This is when two part-time employees share one full-time job
avoidance
This kind of reinforcement strengthens behavior by avoiding unpleasant consequences that would result if the behavior were performed; ex. not coming to work late to avoid reprimand
positive reinforcement
This kind of reinforcement strengthens behavior with rewards or positive outcomes after a desired behavior is performed; ex. promotion
physiological
This level of Maslow's hierarchy of needs is the first and focuses on basic survival and biological function; food, restrooms, comfortable temperatures, base salary
esteem
This level of Maslow's hierarchy of needs is the fourth and focuses on needs for positive self-image/self-respect and recognition and respect from others; status and job title
self-actualization
This level of Maslow's hierarchy of needs is the last and focuses on realizing one's potential for continued growth and individual development; achievement and challenging job
security
This level of Maslow's hierarchy of needs is the second and focuses on seeking a safe physical and emotional environment; shelter, clothing, job security, retirement plan
belongingness
This level of Maslow's hierarchy of needs is the third and focuses on need for love and affection; friendship, friends at work
goal setting theory
This process perspective motivation theory assumes that behavior is a result of conscious goals and intentions and that setting goals influence the behavior of people in organizations
expectancy theory
This process perspective motivation theory suggests that motivation depends on two things- how much we want something and how likely we are to get it
equity theory
This process perspective motivation theory suggests that people are motivated to seek social equity in the rewards they receive for performance
profit sharing
This provides a varying annual bonus to employees based on corporate profits
flexible work schedule
This schedule allows employees to select, within broad parameters, the hours they will work
compressed work schedule
This schedule has workers work a full 40 hour week in less than five days
equity theory
This theory makes these assumptions: people are motivated to seek social equity in the rewards they receive for performance; equity is an individual's belief that the treatment he/she receives is fair relative to the treatment received by others; individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people
expectancy theory
This theory provides these assumptions: behavior is determined by a combination of personal and environmental forces; people make decisions about their own behavior in organizations; motivation leads to effort, when combined with ability and environmental factors that results in performance which leads to various outcomes that have value to employees; people choose among alternatives of behaviors in selecting one that leads to a desired outcome
extinction
This type of reinforcement weakens undesired behavior by simply ignoring it or not reinforcing that behavior; ex. making a crude joke and the boss doesn't laugh
punishment
This type of reinforcement weakens undesired behavior by using negative outcomes or unpleasant consequences when the behavior is performed; ex. writing up an employee