Chapter 5 OB

Equity Theory

A model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships.

High

According to expectancy theory, your motivation will be high when all three elements in the model are ----.

Step 2 of Goal Setting

Certain conditions are necessary for goal setting to work.

Five Practical Lessons from Equity and Justice Theories

Employee Perceptions are what Count, Employees want a voice in decisions that affect them, Employees should be given an appeals process, leader behavior matters, a climate for justice makes a difference.

Practical Lessons About Expectancy Theory

Enhance effort will lead to performance expectancies, determine desired levels of performance and set SMART goals, and link rewards to desired outcomes.

Achievers

Prefer working on challenging, but not impossible, tasks or projects. They like situations in which performance is due to effort and ability rather than luck. Like a fair and balanced amount of feedback.

Valence

Refers to the positive or negative value people place on outcomes.

Goal Specificity

Refers to the quantifiability of a goal

Distributive Justice

Reflects the perceived fairness of how resources and rewards are distributed or allocated.

Interactional Justice

Relates to the quality of the interpersonal treatment people receive when procedures are implemented.

Expectancy

Represents an individual's beliefs that a particular degree of effort will be followed by a particular level of performance.

Acquired Needs Theory

States that three needs - achievement, affiliation, and power - are the key drivers of employee behavior.

Need for Achievement

The desire to excel, overcome obstacles, solve problems, and rival and surpass others.

Need for Power

The desire to influence, coach, teach, or encourage others to achieve.

Need for Affiliation

The desire to maintain social relationships, to be liked, and to join groups.

Positive Inequity

When an individuals output to input ratio is greater than that of a relevant comparison person.

Comparison

"How does my ratio of outputs compare with relevant others?"

Outputs

"What do I perceive that I am getting out of my job?"

Inputs

"What do I perceive that I am putting into my job?"

Step 3 of Goal Setting

Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work.

Procedural Justice

Defined as the perceived fairness of the process and procedures used to make allocation decisions.

Step 4 of Goal Setting

Goal achievement leads to job satisfaction, which in turns reinforces employees to set and commit to even higher levels of performance.

Mechanism 1 of Goal Setting

Goals direct attention

Mechanism 4 of Goal Setting

Goals foster the development and application of task strategies and action plans.

Mechanism 3 of Goal Setting

Goals increase persistence

Mechanism 2 of Goal Setting

Goals regulate effort

Step 1 of Goal Setting

Goals that are specific and difficult lead to higher performance than general goals like "do your best" or "improve performance".

Expectancy Theory

Holds that people are motivated to behave in ways that produce desired combinations of expected outcomes.

Instrumentality

How an individual perceives the movement from performance to outcome.

Negative Inequity

If the comparison person enjoys greater outcomes for similar inputs

Power

Need to be in charge and enjoy being in control of people and events and appreciate being recognized for this responsibility. Drives people to prefer goal oriented tasks or projects and prefer direct feedback.

Affiliators

Need to work in teams and in organizational climates characterized as cooperative and collegial. Don't make the best managers because they tend to avoid conflict and worry about being disliked.