MGMT Module 9

Equity Sensitivity

An individual's tolerance for negative and positive equity.

Expectancy

Belief that effort leads to specific level of performance expectation.

Goal-setting Theory

Edwin Locke states that goal setting has four motivational mechanisms: -Direct's ones' attention. -Regulating ones' efforts. -Increase ones' persistence. -Encouraging the development of strategies or action plans.

Adam's equity theory

Explains how people strive for fairness and justice in social exchanges, in other words relationships between themselves and organizations or other people. They'll be motivated to the extent their perceived inputs (your effort, your abilities and skills, your experience, your education or certifications) to outcomes (praise, recognition, pay, benefits, promotions, increased status, autonomy, or trust) are in balance. A. Compare personal outcomes to inputs. B. Compare your outcomes to relevant others:-Comparisons to teammates or coworkers. -Comparisons to another group (e.g. department/unit)-Comparisons to others in your field or occupation **Implications-Give people a voice -Allow for correction -Be consistent -Create unbiased procedures -Avoid over or under payment -Communicate (be transparent)

Entitleds

Individuals who expect to receive a lot without giving much in return

Define motivation and its organizational behavior.

Is psychological processes that arouse and direct goal-directed behavior. In organizational perspective, systems need to be put in place to motivate the right kind of behaviors of individuals and teams.

negatively inequality

Part of Adam Equity Theory; comparison in which another person receives greater outcome for similar inputs

positive inequality

Part of Adam Equity Theory; comparison in which another person receives lesser outcome for similar inputs

Valence

The value of the reward or outcome. example; bonus

Equity Theory

The way equity theory is purported to work is that people desire and will be motivated if they feel there is a balance between their perceived inputs and outcomes and that they are equitable to that of relevant others. Inputs: These are the things you bring to the equation such as your effort, your abilities and skills, your experience, your education or certifications, etc. Outcomes: These are what you get from the relationship such as praise, recognition, pay, benefits, promotions, increased status, autonomy, or trust.

Equity theory

This theory explain how individual motivation to behave in a certain way is fueled by feeling of inequity or lack of justice.

Equity inputs

an employee's inputs, for which he/she expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended and personal appearance

Goal-setting theory

believed to motivate an individual by 4 mechanisms: 1. goals direct one's attention 2. goals regulate effort 3. goals increase one's persistence 4. goals encourage development of goal-attainment strategies and action plans

Process theory of motivation

focus on explaining the process by which internal factors and cognitions influence employee motivation. That is, they are based on the idea that motivation is caused by employees' perceptions, thoughts, and beliefs. Process theories are more dynamic than content theories

Benevolents

have a higher tolerance for negative inequity.

distributive justice

one of the three components of organizational justice; the perceived fairness of how resources and rewards are distributed

interactional justice

one of the three components of organizational justice; This form of justice does not pertain to the outcomes or procedures associated with decision making, but rather focus on whether or not people feel they are treated fairly when decision are implemented.

procedural justice

one of the three components of organizational justice; the perceived fairness of the process and procedures used to make allocation decisions

Equity distress

the more inequitable the relationship, the more distress individual fee

Vroom's expectancy theory

theory assumes motivation is determined by one's perceived chances of achieving valued outcomes. This model reveals how effect-> performance expectancies and performance-> outcome instrumentalities influence the degree of effort expended to achieve desired (positively valent0 outcomes. Managers are advised to enhance effort-> performance expectancies by helping workers accomplish their performance goals. **Implications-Determine the outcomes employees value - Identify good performance so appropriate behavior can be rewarded- make sure employee can achieve targeted performance levels-link desired outcomes to targeted levels of performance -make sure changed in outcomes are large enough to motivate high effort -monitor the reward system or inequities

Equity outcome

what the organization provides such as pay/bonuses, medical benefits, challenging assignment, job security, promotions, status symbols, and participation in important decisions

Instrumentality

A performance --> outcome perception It's represents a person belief that a particular outcome is contingent on accomplishing a specific level of performance

Expectancy Theory

A theory of motivation based on the belief that people's efforts to achieve depend on their expectations of reward.

Sensitives

person who adheres belives in equal inequity and is motivated to resolve any positive or negative inequity issues