QUIZ 3 I/O PSYCH
Maslow's Hierarchy of Needs
(level 1) Physiological Needs, (level 2) Safety and Security, (level 3) Relationships, Love and Affection, (level 4) Self Esteem, (level 5) Self Actualization
Gain Sharing
Compensation based on effective group performance.
Cognitive Theories of Motivation
Emphasize the role that cognition plays in determining worker motivation. Workers are viewed as rational beings who cognitively assess personal costs and benefits before taking action
Employee Ownership
Employees own all or part of the organization
Negative Reinforcers
Events that strengthen a response through avoidance of negative state
What are the four schedules of reinforcement
Fixed-Interval: Hourly wage or Monthly Salary Predictable; quality of behavior is not accounted for Variable-Interval: Bonuses on the bosses whim Rare Fixed-Ratio: Baskets of fruit picked Produce high responses Variable-Ratio: Car-sales person Leads to high levels of motivation because of surprise factor Every once in a while provide a huge reward for good behavior
What negative consequences can an organization expect if employees are experiencing high levels of stress
Burnout - A process resulting from prolonged exposure to stress that leads to withdrawal from the org. Counterproductive work behaviors: deviant, negative behaviors that are harmful to an organization and its workers
Herzberg's Two-Factor Theory
A model that divides motivational forces into satisfiers ("motivators") and dissatisfiers ("hygiene factors")
Profit Sharing
A plan where all employees receive a small share of an organization's profits.
Employee Engagement
A psychological state characterized by vigor, dedication, and absorption in one's work/organization
Flextime
A schedule that commits an employee to working a specified number of hours, but offers flexibility in regard to beginning and ending times for each day. Gives workers more freedom and control planning their work day
Job Burnout
A syndrome resulting from prolonged exposure to work stress that leads to withdrawal from the organization
Stressor
An environmental event that is perceived by an individual to be threatening
What are four strategies organizations can utilize to increase positive employee attitudes
Job Rotation Job Enlargement Flexible Work Schedule Benefit programs
8 Motivation Theories
Maslow's and Alderfer's basic need theories McClelland achievement motivation theory Reinforcement Theory Goal setting Theory Herzberg's two factor theory Hackman and Oldham proposed the job characteristics model Equity Theory Expectancy Theory (VIE)
Intrinsic Motivation
Motivation derived from feelings of accomplishment, intellectual stimulation, autonomy and control over ones work
Method used to assess an individuals motivational needs for Mclelland's Achievement Motivation Theory
People are motivated by different patterns of needs Differ person to person We all possess each of these needs in varying degrees Need for achievement Need for power Need for affiliation
Extrinsic Motivation
People are motivated to perform a behavior because they receive some extrinsic reward
What are two methods for measuring employee stress
Physiological measures of stress include blood pressure monitoring, EKGs for heart rate, or blood tests for stress-linked hormones (cortisol) and cholesterol. Self-report assessments of stress ask people directly to report on their own perceived stress with various rating scales.
What factors may impact an employees' organizational commitment
Similar to factors of job satisfaction (Autonomy, Feedback, Promotions) Commitment is also influenced by chances of finding another job Congruence between worker values, and organizational values, influence organizational commitment.
What positive outcomes may an organization expect if their employees are high in satisfaction and commitment
Speeds up orientation and socialization of new employees Employees require less supervision Improves cooperation and work conflicts Workflow improves when workers communicate outside of work Leads to a positive work environment which contributes to recruitment and retention Workers pick up the slack and cover for others Employees take on new responsibilities and want to improve their performance
Expectancy Theory
States that motivation is dependent on expectations concerning effort-performance-outcome relationships. Three core components: Valence (desirability of outcome) Expectancy (belief that my effort which will lead to the outcome) Instrumentality (likelihood performing a necessary behavior will lead to a particular outcome)
Job Designs Theory
Stress the structure and design of jobs as key factors in motivating workers. If jobs are well-designed to satisfy physical and psychological needs, employees will be motivated
What other factors outside of motivation can impact worker performance
Systems/technology variables, Poor tools and systems will affect productivity Individual differences, Lacking talent, knowledge, or skills Group dynamics, and Organizational factors
How do they differ
The MSQ measures satisfaction with 20 job facets, including supervisor competence, working conditions, task variety, and chances for advancement. the JDI measures satisfaction with five job facets: the job itself, supervision, pay, promotions, and coworkers. Respond with Yes, No, or Undecided
Organizational Engagement
The extent to which an employee sees him or herself as part of the organization, actively looks for ways to contribute to the organization, and is involved with the organization in multiple ways
Stress
The physiological and/or psychological reactions to events that are perceived to be threatening or taxing
Employee Turnover
The rate at which people enter and leave employment in a business during a year.
Job Rotation
The systematic movement of workers from one type of task to another to alleviate boredom and enhance worker training. Provides opportunities for promotion
Describe three individual coping strategies for lowering stress
Time management: may also be used, although their success depends on individual commitment. Vacation time and voluntary absences may also be used to reduce stress, although missed work may increase stress upon the employee's return to work. Cognitive Restructuring: changing the way one thinks about stress
Punishment
Unpleasant consequences that reduce a response
What are the organizational sources of stress?
Work Task Stressors: physical and psychological demands of performing a job Work Role Stressors: the work relationships that must be maintained for a worker to perform the job
What are the two work tasks stressors
Work overload: which results when a job requires excessive speed, output, or concentration. One of the top sources of worker stress Underutilization: resulting from workers feeling that their knowledge, skills, or energy are not being fully used.
Job Ambiguity
a source of stress resulting from a lack of clearly defined jobs and/or work tasks
Goal Setting Theory
a theory that says that specific and difficult goals, with feedback, lead to higher performance
Counterproductive Work Behaviors
deviant, negative behaviors that are harmful to an organization and its workers
Organizational Citizenship Behaviors
involve efforts by organizational members that advance or promote the work organization and its goals. OCBs are positively correlated with both job satisfaction and organizational commitment (Podsakoff et al., 2000).
Job Enlargement
involves the expansion of a job to include additional and more varied work tasks. Requires more highly trained workers and more pay
Job Characteristics Model
skill variety, task identity, task significance, autonomy, feedback
How does the Porter - Lawler model describe the relationship between job satisfaction and commitment
states that job satisfaction and performance are not directly linked, but are related when workers perceive fairness in receipt of work-related rewards.
Equity Theory
states that workers are motivated to be treated fairly. According to equity theory, workers are motivated to reduce perceived inequities. The perception of equity/inequity is determined by comparing the workers input-outcome ratio to a similar comparison of others. Inputs - experience, education, energy Outputs - pay, benefits, recognition
What are the two most widely used standardized surveys of job satisfaction
the Minnesota Satisfaction Questionnaire (MSQ) and the Job Descriptive Index (JDI).
Job Engagement
the investment of an employee's physical, cognitive, and emotional energies into job performance
Reinforcement Theory
theory that positive and negative reinforcers motivate a person to behave in certain ways
Describe three organizational coping strategies for lowering stress
Improving person-job fit; Employee training and orientation; Increase employees' sense of control; Eliminating punitive management; Removing hazardous work conditions; Providing a supportive work environment improving organizational communication
How would you go about motivating a worker intrinsically vs extrinsically
Intrinsic: Making workers job meaningful and having a purpose to the organization Extrinsic: Promotion, Raise
Job Enrichment
Involves raising the level of responsibility of a job by allowing workers a greater voice in planning, execution, and evaluation of their own work activities.
What are the six work role stressors
Job ambiguity: which results from a lack of clearly defined jobs and/or work tasks. Lack of control, a feeling of having little input or effect on the job and/or work environment. Physical work conditions, including extreme temperatures, loud/distracting noises, crowding, poor lighting and ventilation, grave-yard shifts. Interpersonal stress, which results from difficulties dealing with others (supervisors, coworkers, customers) in the workplace. Harassment, including sexual harassment, harassment due to group membership (e.g., gender, race, sexual orientation), and being singled out by a coworker or supervisor. Organizational change, including mergers, changes in work technology, and personnel/managerial changes People prefer things to be predictable and stable Work-family conflict, which results from efforts to balance competing demands of work and family.
Job Uncertainty
Lack of performance feedback
Alderfer's ERG Theory
The theory that three universal needs—for existence, relatedness, and growth—constitute a hierarchy of needs and motivate behavior. Alderfer proposed that needs at more than one level can be motivational at the same time.
What are the three individual sources of work stress
Type A behavior pattern, a personality characterized by excessive drive, competitiveness, impatience, and anger-prone people. Susceptibility to stress vs. hardiness, the notion that some people may be more resistant to the health-damaging effects of stress. Self - efficacy, an individual's beliefs in his/her abilities to engage in courses of action that will lead to desired outcomes.
Global Approach
Views job satisfaction as an overall construct.
Facet Approach
Views job satisfaction as made up of individual elements. Helps to identify specific areas of dissatisfaction Pay, work duties and environment, coworkers, supervisor, promotion opportunities, P/J Fit, preemployment expectations, and company policies.
What negative outcomes may an organization expect if their employees are low in satisfaction and commitment
Voluntary absenteeism, higher voluntary turnover
Employee Absenteeism
any failure by an employee to report for work as scheduled or to stay at work when scheduled
Person-environment fit
the match between a worker's abilities, needs, and values, and organizational demands, rewards, and values
Merit Pay
Compensation in which employees receive a base rate and additional pay based on performance.
Skill Based Pay
Compensation in which workers are paid based on their knowledge and skills rather than the job they are assigned.
Organizational Commitment
Consists of a worker's beliefs and behaviors about the entire work organization.
Job Satisfaction
Consists of the positive and negative attitudes about one's job. All aspects of jobs influence JS.
Positive Reinforcers
Desirable events that strengthen a response