Chapter 8 -Employee behavior and motivation

equity theory

focuses on social comparisons- people evaluating their treatment by the organization relative to the treatment of others

two-factor theory

hygiene factors affect motivation and satisfaction only if they are absent or fail to meet expectations

punishment

unpleasant consequences if they exhibit undesired behaviors

Big Five Personality Traits

Agreeableness, Conscientiousness, Emotionality, Extraversion, Openness

expectancy theory

suggests that people are motivated to work toward rewards that they want and that they believe they have reasonable chance-or expectancy-of obtaining

management by objectives (MBO)

a system of collaborative goal setting that extends from the top of an organization to the bottom

job redesign

acknowledges that different people want different things from their jobs

flextime programs

allows people to choose their working hours by adjusting a standard work schedule on a daily or weekly basis

absenteeism

an employee does not show up for work

job enrichment

designed to add one or more motivating factors to job activities

counterproductive behaviors

detract from, rather than contribute to, organizational performance

participative management and empowerment

employees are given a voice in how they do their jobs and in how the company is managed

turnover

occurs when people quit their jobs

telecommuting

performing some or all of a job away from standard office settings

individual differences

personal attributes that vary from one person to another

job satisfaction

positive attitudes towards their jobs

Hawthorne effect

productivity rises in response to almost any management action that workers interpreted as special attention

Maslow's Hierarchy of Needs Model

proses that people have several different needs that they attempt to satisfy in their work

organizational citizenship

refers to the behavior of individuals who make a positive overall contribution to the organization

attitudes

reflect our beliefs and feelings about specific ideas, situations, or other people

organizational commitment

reflects an individual's identification with the organization and its mission

motivation

set of forces that cause people to behave in certain ways

work sharing

sharing a single full time job

person-job fit

the extent to which a person's contributions and the organization's inducements match one another

Emotional intelligence or Emotional Quotient (EQ)

the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for other, and possess social skills

psychological contract

the overall set of expectations held by employees and the organization regarding what employees will contribute to the organization and what the organization will provide in return

employee behavior

the pattern of actions by the members of an organization that directly or indirectly influences the organizations effectiveness

personality

the relatively stable set of psychological attributes that distinguish one person from another

performance behaviors

the total set of work-related behaviors that the organization expects employees to display

Theory Y

theory that tends to believe that people are naturally energetic, growth oriented, self motivated, and interested in being productive

Theory X

theory that tends to believe that people are naturally lazy and uncooperative and must be either punished or rewarded to be made productive

positive reinforcement

used when a company or manager provides a reward when employees exhibit desired behaviors- working hard, helping others, etc

classical theory of motivation

workers are motivated solely by money