MGMT 6802 Ch 5, 6, 8, 10

What are mechanisms behind the power of goal setting?

1. Goals direct attention and effort toward goal relevant activity and away from goal irrelevant activity. 2. Goals regulate effort: We are directed in a way and we think about how hard we need to work to do something. Harder goals foster greater effort than easier ones. Deadlines also factor in, we expand greater effort when time is crunched 3. Goals increase persistence: Goal settings give us that itch that we need to achieve that and get over the finish line and we will keep working hard. The effort expanded on a task over an extended period of time 4. Goals foster task strategies and action plans: They force us to think about ways to be successful and develop a plan outlining the steps to meet the goals

Using Hertzbergs Theory to Motivate Employees

1. Hygiene First: Eliminate dissatisfaction before trying to use motivators to to increase motivation and performance. You will have a harder time motivating someone who is experiencing pay dissatisfaction 2. Motivators Next: Once you remove dissatisfaction, you won't have a hard time building motivators into someone's job 3. A few well chosen words: Make sure to give recognition and reinforce good performance

You can apply the acquired needs theory when appealing to the preferences associated with each need when you:

1. Set goals 2. Provide feedback 3. Assign tasks 4. Design the job

How are teams different from groups?

A group becomes a team when - Leadership becomes a shared activity - Accountability shifts from strictly individual to collective and individual. They are all accountable to each other - The team develops it's own purpose and mission - Effectiveness is measured by groups collective outcomes and products

Stage 1: Forming (group/teams development)

- "Ice-breaking" - People don't know what to expect/what roles are - People hold back to see who is in charge - Trust is low - Conflict is beneficial and leads to more producitivty - People might be more nicer or quieter than normal

Virtual Team Management: Best Practices

- Adapt communications, be very available - Develop productive relationships - Include people and go out of your way to build relationships - Select the right people, some people just aren't into it but some people like it

What is conflict?

- Anytime you have two or more people that have an issue with each other - Happens all the time

Foster a psychologically safe environment by...

- Assuring leaders are encouraging and inclusive - Develop employees who are comfortable sharing ideas and are receptive to ideas expressed by others - Celebrate and reinforce the value of of differences between group members and their ideas.

What do work-family conflicts create?

- Can create depression within you - Can create job dissatisfaction - Start doing some of the counterproductive work behaviors - You might start having health problems (eat too much, drink, smoking)

Creation of Norms

- Can emerge on their own or people will purposefully create them - If on new team, you get to decide the norms and can establish them - If you have a way to do something and it doesn't work, then the norm will change itself

What are intergroup conflicts?

- Conflict states: How people perceive the conflict. Is it a big deal or not? Is it intense, deeply routed? - Conflict process: How we deal with conflict, do we deal directly w it or do we have procedures? Is it left to individuals? - Cohesion and "in group thinking": How cohesive the players are. Team that is cohesive means less conflict in that group but might have more conflict with people outside of your group

What is functional conflict?

- Conflict that is over goals and how to get there - Referred to as constructive or cooperative conflict - Characterized by consultive interactions, a focus on the issues, mutual respect, and useful give and take

What is dysfunctional conflict?

- Conflict that is personal

What are the two fundamental perspectives on motivation?

- Content Theories: Focus on things inside of us. Needs, wants, and desires. What do we do in order to satisfy these needs? Satisfaction and needs that energize employee motivation - Process Theories: Explain the interaction between internal factors and environmental stuff that influences our behaviors/causes us to do things. Can be more complicated where they look at interaction between things going on with us and the environment

Content Theories of Motivation

- Content theorists ask "What are the different needs that activate motivation's direction, intensity, and persistence?" - Needs can be strong or weak and are influenced by external factors

Reinforcement Consequences: The power of reinforcement schedules

- Continuous Reinforcement: Every target behavior is reinforced. Great when learning new skill - Intermittent Reinforcement: Rewards some but not all instances - Mix up the schedule and reinforcers. - Don't start with punishment

How do managers apply expectancy theory?

- Determine the outcomes that employees value - Identify good performance so appropriate behaviors can be rewarded - Make sure employees can achieve targeted performance levels - Link desired outcomes to targeted levels of performance - Make sure enough changes in outcomes are large enough to motivate high effort - Monitor the reward system for inequalities

What are some anti-bullying strategies?

- Develop a workplace bullying policy and make sure to enforce it - Identify and model appropriate behaviors - Encourage open/respectful communication - Have a system to report bullying - Provide training to employees

Using equity and justice theories

- Employee perceptions are what count. Ex: Females were found to be more sensitive to injustice when it came to procedural and distributive issues - Employees want a voice in decisions that affect them - Employees should be given an appeals process that affect their welfare - Leader behavior matters. Ex: Employees were more willing to go on furlough (unpaid leave) when they found out the CEO didn't take his 4 million bonus - A climate for justice makes a difference. Employees are more likely to have poor performance when managers let customers treat employees rudely

Stage 4: Performing (group/team development)

- Everything is clicking and everyone knows what they are supposed to do - Team success - Open communication and cooperation - Someone new can come in and the team can go backward in the stages

Team Interdependence

- Extent to which members are dependent on each other to accomplish their work Ex: If I depend on you, you depend on me, we are highly interdependent - Task Interdependence: Do you have to do some piece of work before I can complete my piece of work? - Outcome interdependence: Outcomes are measured and rewarded at the team level instead of individual contributions. Ex: If we get paid as a team, it takes away from individual aspects of performance. If you are an A player doing great things and someone else is social loafer, and we don't cross finish line then the whole team won't get rewarded.

What are the different types of motivation?

- Extrinsic: Motivating factors or forces external to the work itself. Extrinsic rewards such as receiving money, recognition, or promotion represent a payoff we receive from others for performing a task - Intrinsic: Inside of the work/us that we have some need or yearning to do something. Inspired by the "positive feeling" that are generated by doing well, rather than being dependent on external factors for the motivation to work effectively. We create our own intrinsic motivation by giving ourselves rewards like self praise, satisfaction, or positive emotions.

Importance of balancing work and family to reduce conflict

- Family balance begins at home. Have to have a priority for it - Employer's family-supportive philosophy is more important than specific programs. Organizations must support family friendship programs in order for families to benefit from them Ex: Not enough to provide childcare, families must feel comfortable using them - Work life balance importance varies among generations. Ex: Baby boomers have different goals/desires that they are interested in and they are more loyal to organizations than other generations

Why do people avoid conflict?

- Fear of rejection, harm, damage to or loss of friendship, don't want to say the wrong thing - Not all conflict is bad, much of it is necessary. It is part of the job or relationship

What is flex space and flex time?

- Flex space: Such as telecommuting, occurs when policies enable employees to do their work from different locations besides the office (coffee shops, home, or the beach) - Flex time: Flexible scheduling, covering either the time when work must be completed or the limits of the work day Ex: 9-5, 10-4, etc

Groups

- Formal: Organizational groups where they accomplish goals, get things done. Could be department group. Fulfills organizational goals and individual functions (meets individuals needs like being apart of something, share knowledge, etc) - Informal: More social, stuff you do with friends or people that have a similar interest. In a group to satisfy social needs Ex: A car club

Role of Exist and Stay Interviews

- Foster engagement by collecting, then acting upon information gained. Ex: ECU pays professors less than the usual industry and has caused them to switch universities - Helps organization understand what it's doing well and what it's doing poorly - Give employees opportunity to voice experiences - Conduct interviews to find out more about why they are leaving and how you can improve

If you have to set up a virtual team...

- Give them opportunity to meet together face to face or have a retreat for a couple of days - Meet through webex and have them exchange gifts or something, share stories - Do something to break the ice and get people to open up to each other

Group Norms are reinforced for many purposes...

- Gives behavioral expectations and avoid embarrassment - Helps the group be successful - Help express or underline values of the group/things that the group believes strongly in

Groups transform individuals into functioning organizational members through...

- Group influence weaves individuals into the organizations social fabric by communicating and enforcing both role expectations and norms - Group members positively reinforce those who adhere to roles and norms with friendship and acceptance

What is a punctured equilibrium?

- Groups establish periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. - The group then establishes and maintains new norms of functioning, returning to equilibrium Ex: Sometimes occur from disruptive technologies like Apple's introduction of iTunes. This caused players in this industry to change their approaches from digital to streaming and from purchasing entire albums to purchasing individual songs

Why do we have performance management systems?

- Helps us make employee related decisions - Guides employee development - Send strong signals to employees: Shows them what is bad and what is good - Makes expectations of employees clear

Teams and Building Trust

- If you are in non trusting environment, you are spending a lot of effort to make sure everything will be okay - Relying on people/believing in them - Trust is thought to come in three forms 1. Contractual trust: Does the person do what they say they will do? 2. Communication trust: Do they tell the truth? Is their word good? 3. Competence trust: Are they good at their job? Do they have the skills they are supposed to have?

Why is performance management hard to do well?

- It is time consuming - It fails to keep pace with organizational change and leads to disconnects. Ex: Moving from blackboard to Canvas. - Performance reviews are often too narrow and only measure a limited set of elements. Ex: Sales people rewarded only on sales. Many truth was stretched in order to sell things by some people.

Motivating Employees: Job Design

- Job design talks about how we structure roles to make sure that they are of interest and are motivating to employees - More recent is bottoms up approach: Work teams were created to create the job design. Employees and managers work together to design the job for individual/team

Herzberg's Motivator/Hygiene Theory: Two ways to improve satisfaction

- Job satisfaction and dissatisfaction arise from two different sets of factors - Hygiene: Cause a person to move from a state of no satisfaction dissatisfaction. Factors that pertain to the role in the environment and they are things that will not cause you to be satisfied, but the absence of them can cause dissatisfaction. Ex: A clean office space, satisfactory lighting, a decent computer/equipment. These things will not cause you to be satisfied, but if you don't have these elements they will cause dissatisfaction. At very lease make sure people have what they need to not be dissatisfied - Motivating: Cause a person to move from a state of no satisfaction to satisfaction. You want to have elements of the work that people enjoy. Challenging work, work that is internally rewarding. Also want to praise them and talk to them about a job well done To improve motivation, managers can improve the motivators that drive satisfaction and improve hygiene factors otherwise reduce job satisfaction.

How do you avoid social loafers?

- Limit group size, easier to social loaf when the group is big - Ensure people are performing certain amount of effort and that everyone is assigned fair amount of work - Hold people accountable. If they don't do their work, do something about it

Role of Managers and Leaders

- Managers can seek feedback from others by creating open and honest environment. Employees respect that you want feedback too - Separate feedback from the performance review process - Creates a mechanism to collect feedback anonymously.

How to use self-determination theory?

- Managers should influence behavior by creating work environments that support each need. Important to know employees and what their needs are/what makes them tick 1. Provide tangible resources, time, contracts, and coaching to improve competence 2. Empower employees and delegate meaningful assignments and tasks to enhance feelings of autonomy 3. use fun and camaraderie to foster relatedness

Teams

- Members are depending on each other, there is interdependence within the team - Small number of people with complimentary skills who are committed to common purpose, hold themselves mutually accountable - "We are all in it together, we win or lose as a team"

What are challenges associated with increased group cohesiveness and in-group thinking?

- Members of in-groups can see themselves as unique and stereotype other groups - Members of in-groups see themselves as correct and view other groups as incorrect - In groups view outsiders as a threat - In group members exaggerate differences between themselves and other groups, giving them a false perception on reality

How does goal setting work?

- More challenging but realistic goals lead to higher performance - Certain conditions are necessary for goal setting to work. People need to access necessary resources and people need to be committed to the goal - How do you get people committed to the goal? Have them participate in the goal setting

Stage 3: Norming (group/team development)

- More cohesive - Less conflict and they are working on solidifying their norms

Elements of Equity Theory: You and your similar other. Could be someone with similar background as you, similar experience, etc.

- My ratio: What am I getting out of my job? (outcomes) What am I putting into my job? (inputs) - Other's ratio: What are others getting out of their job? (outcomes) What are others putting into their job? (inputs) - If the inputs are similar, then the outcomes should be similar

Equity (justice) Theory: Process Theories of Motivation

- Need for people to have feelings of equity, where things are equal - Explains how people strive for fairness and justice in social exchanges - Want inputs to be equal to outcomes

Self Determination Theory: Content Theories of Motivation

- Needs are learned over time - Three innate needs influence behavior 1. Competence: You have a need to be successful and good at something. Desire to feel qualified, knowledgeable, and capable to complete a task, act, or goal. 2. Autonomy: Freedom to do things how you see fit to do them when you want to do them. The ability to chose how and when to do things and what to do 3. Relatedness: When we are working together with other people. Important for us to feel like part of a team. Want to be connected with other people

Justice Theory: Process Theories of Motivation

- Organizational justice refers to the extent to which people perceive that they are treated fairly at work. All of these contribute to people's motivation at work. - There are three types of justice 1. Disruptive Justice: Distribution of goods or outcomes are those things distributed fairly? Could be raises, who gets a new computer first. Is the distribution of rewards fair? 2. Procedural Justice: Perceived fairness of the rules or procedures used to determine the outcomes are distributed. 3. Interactional Justice: Refers to how the information was communicated to us. Do we believe that that was done fairly and appropriately? Broken down into two categories, - Informational: Did we get enough information to satisfy us? Did they explain to us with enough detail so we understand and comprehend the decisions that were made, how, and why - Interpersonal: How the information was communicated. Were we treated with dignity and respect? Ex: people laid off by email, disrespectful.

What are some sources of feedback?

- Others: Peers or supervisors. If given by an outsider who doesn't know much about it, it doesn't mean as much because they don't have a solid understanding - Task: Gives information about how you are performing. Ex: When you take a quiz it gives you feedback - Yourself: You can give yourself feedback

Expectancy Theory: Process Theories of Motivation

- People are motivated to behave in ways that produce desired combinations of expected outcomes - There are three stages: 1. Expectancy: Effort to Performance goals. What are the chances of reaching my performance goals? 2. Instrumentality: Performance goal to Outcomes: What intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance? 3. Valence: How much do I value the outcomes I receive by achieving my performance goals?

Stage 2: Storming (group/team development)

- People trying to make things happen - Might be disagreements about how to get things done, or what the norms are, who should do what - People start trying to make things happen the way they like them

What are personal conflicts?

- Relational or interpersonal: based on personal dislike or disagreement - A lot of functional work related conflict that is helpful, sometimes that can erode into personal conflict. Keeps you from paying attention from the work that needs to get done Ex: You are working on a project w someone and they don't agree with your thoughts so you work it out through a discussion and you agree w the person. Overtime, you keep having these speed bumps and you start thinking "maybe they're just out to get me" "are they trying to boss me around?" - Can cause negative emotions toward a coworker and to work in general

General Criteria for Distributing Rewards

- Results: If you win, if you get the contract - Behaviors and actions: Are you professional and courteous? - Non performance considerations: Do sales managers get a piece of the money and profits when the sales people sell certain things?

How do organizations apply expectancy theory?

- Reward people for desired performance and don't keep any pay decisions secret - Design challenging jobs - Tie some rewards to group accomplishments to build teamwork and encourage cooperation - Reward managers for creating, monitoring, and maintaining expectancies, instrumentalities, and outcomes that lead to high effort and goal attainment - Monitor employee motivation through interviews or anonymous questionnaire

Psychologically Safe Climate: Approaches to intergroup conflict

- Safe place for risk taking - Need to be respectful of people and their opinions, whether we agree or disagree with them

Top-Down Approaches to Job Design

- Scientific Management: Used to consider the most effective and efficient way of doing things. Resulted in repetitive jobs and the fun was taken out of it. Conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning - Job Enlargement: Putting greater number of tasks, more variety into a specific role. Keeps people from being bored. Instead of doing one thing on assembly line, you're doing different tasks - Job Rotation: You can keep the tasks fairly low, but the employees rotate based on certain period of time. They move from job to job. - Job Enrichment: Where we increase the decision making in autonomy of the employee and they have greater opportunity to do more tasks but also determine how and when they do the task. Looking for autonomy.

Factors Affecting Perceptions of Feedback

- Self serving bias: Take responsibility - Fundamental attribution bias: Behaviors contribute to internal forces - Accuracy: If feedback isn't accurate, we won't pay attention to it - Credibility of source: If a bad manager gives you feedback, you may not take it as seriously as a good manager - Fairness of the system: If system is broken and it isn't fair, it will impact how you view feedback - Expectancies: If you have a boss that has promised things but not followed through, the performance reward expectancies aren't there so they aren't interested in the feedback - Reasonableness of goals: If they aren't attainable, then you won't care about the feedback from them

Group Norms

- The attitudes, opinions, feelings, or actions shared by two or more people that guide behavior. - Shared phenomena - How they go about doing something or how others expect people to behave - Norms are different for different groups/teams - Need to make sure when you are new to a team that you understand the norms - Can you imagine having to establish guidelines over and over again?

Motivating Employees through Job Design: Idiosyncratic Deals

- The deals individuals negotiate for themselves, taking myriad forms from flexible schedules to career development - Working more on individual level to help employees find more satisfying roles for them - Drives employee intrinsic motivation and productivity by allowing employees the flexibility to negotiate employment relationships that meet their own specific needs and values

Contact Hypothesis: Approaches to intergroup conflict

- The more time that you spend with people who are different than you, the less intense conflicts you'll have Ex: If you spend time with groups you previously have stereotypes, maybe you find out some of those are not true. - It is helpful for the majority group to have better working relationships with minority but it doesn't necessarily go both ways

When might rewards fail?

- Too much emphasis placed on monetary rewards. When they are rewarded solely by money, it takes away from enjoyment of the activity. Then it becomes all about the money - Quality can go out the window bc people are working so fast to produce more and might not spend as much time on quality - Over time, rewards are seen as entitlements. If rewards given consistently, they begin to expect them and get upset when they don't receive - Foster counterproductive work behaviors. If you reward solely on sales they might lie (unethical behavior) about things to increase sales - If there is a lag between performance and reward. Ex: If you work hard to achieve goal and don't get reward for three months, that's a lag - They have a short half life. Ex: If bonus given once a year then a month later you forget about bonus and now there's nothing for a long time. Need to have small wins over time. - Policies and practices are misaligned. Practices need to be in place that enable people to achieve those goals and don't prohibit us

Difference between Top-Down and Bottom-Up Approaches

- Top down approaches are constrained by the fact that managers cannot always create changes in task characteristics that are optimal for everyone. - Bottom up approaches like job crafting is limited to the amount of latitude people have to change their jobs

Coaching/Mentoring

- Trying to improve someone's skills - Involves self reflection - Developmentally focused

Controlling Behavior through Contingent Consequences

- Trying to increase or decrease a behavior. Ex: If someone does something we liked, we want them to keep doing that. We have consequences we can impose on people that will increase likelihood of doing that thing again - Positive Reinforcement: Give good, could be bonus money kind words. Giving them something positive to get them to do it again - Negative Reinforcement: Take away a negative consequence/thing to them in order to get them to repeat behavior. Ex: You might come in and roommate has done dishes so you say omg you did dishes so I will take out the trash because you hate it. That removes a negative thing from their life, hoping to increase the likelihood they do the dishes again - Punishment: Give them something bad to get them to stop doing something. Ex: Giving someone a speeding ticket - Extinction: Ignoring behavior and hoping a lack of consequence will cause behavior to go away and not happen anymore

What is positive inequity?

- When a person is rewarded or their outcomes are greater than the similar other - What do they do? It might make them work harder or not say anything

What is negative inequity?

- When you are dissatisfied and see yourself as doing worse than your similar other - What do you do about it? Employees can say "I'm going to work harder and get a raise". Someone could have counterproductive work behaviors. Someone could say "That person isn't that similar to me and might find a new person to compare to". - Equal rewards doesn't mean it's equitable. Because someone might be doing better than someone who is getting the same reward as them

Stage 5: Adjourning (group/team development)

- Work completed, people move on

Work-Family Conflict

- Work interferes with family: Ex on the road, out of town, have to work weekends, work late, go in early. That interferes with family harmony - Family interferes with both: Issues raising kids, issues with family members who need special attention, puts stress on you when you cant do the job you want to do as well as you want to bc you are taking care of family

Conflict Resolution: Approaches to intergroup conflict

- Work to eliminate negative interactions. If two people don't like each other put them in different areas - Team building, foster relationships - Encourage and facilitate friendships like social events - Empathy and compassion, necessary when trying to reduce conflict. Want to be able to understand where other person or group is coming from - Negative gossip, don't do it

Teams: Rebuilding Trust

1. Acknowledge what caused it 2. Allow feelings to be discussed 3. Get and give support to others 4. Reframe the experience and shift from being a victim 5. Take responsibility and ask what you did that caused this to happen 6. Forgive yourself and others 7. Let go and move on

Incivility

Any form of socially harmful behavior. Some kind of negative treatment. Incivility is perceptual, if you feel you are being treated poorly then you are being treated poorly - Aggression - Harassment - Interpersonal deviance, being mean to someone - Gossip - Sabotage

The 3C's of Effective Teams

Charters and Strategies: - Charters, how will we operate? - Strategies, plans that outline what exactly the team is to do. Team Composition: - Make sure you have right people/skills and right size of the team Capacity: - Adapt and change bc they are dynamic and environment is ever changing

What are causes of conflict?

Conflict may arise due to: - Competition over limited resources - Unreasonable or unclear organizational policies - Organizational complexity, matrix situation where we have different bosses to report to - Unclear rules Escalation of conflict when: - Tactics change: Goes from persuasive arguments to threats - Number of parties grow: more groups are drawn into the conflict - Number of issues grow: can deal with small issues but more stuff piled on is task loading and ppl get frustrated - Issues move from specific to general: if left unresolved then that's bad - Goals change: parties change from resolving the conflict to hurting the other party

Bullying

Different from other forms of incivility - Evident to others - Pick on someone, but do it in front of others so it adds the embarrassment factor - Affects those that are bullied and affects those that are observant or aware of it. It can cause them stress or concern and they are impacted by it

A contingency approach to defining performance

Do what the situation requires, rather than a one size fits all approach - Behavioral goals: Treat others with respect and professionalism - Objective goals: Things we achieve - Task/Project goals: Did you get your portion of the project done

What is motivation?

Force out there that impacts the direction, intensity, and persistence of our actions/behaviors. What is getting us to do whatever it is we're doing. There is something that causes us to do something. - Direction: What we are going to do, what specific task we will do, where our energies will be focused - Intensity: How hard are we going to work, how dedicated are we? - Persistence: When things aren't going out way, how hard do we keep at it. If we get knocked down do we get back up or quit?

Group Roles and Norms

Group roles are expected behaviors of the group as a whole. - Task Roles (keeps the group on task): Maintenance roles, related to the work itself and making sure people stay focused and get job done. Ex: Initiator, energizer, coordinator, recorder - Maintenance Roles (keeps the group together): Soft skill side of things Ex: Encourager, harmonizer, standard setter *Make sure you find people to put in your group that meet the needs of your group *Roles are more specific and individual level

Step 2: Monitor and evaluate performance

How goals are measured should be consistent with the nature of the goal itself. - Ties in with expectancy theory and procedural justice - Managers need to monitor and evaluate both progress toward the final goal and ultimate achievement of the goal. Important to measure performance actually so employees can trust that if they perform a certain way it will relate to an outcome (expectancy theory). Make sure procedures are fair and evaluated accurately (procedural justice) - Identify problems and recognize success - Identify opportunities to enhance performance

What is the positive form of the power need?

Institutional power: It manifests in the desire to organize people in the pursuit of organizational goals and help people obtain the feeling of competence

Bottom-Up Approaches to Job Design

Job Crafting - Putting emphasis on employees to help design the roles and the jobs

Reinforcement and Consequences

Law of Effect: Behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear

McGregor's Content Theory X and Y: Content Theories of Motivation

Managers can be both. Can also be dependent on employees too. You might have two different groups of employees. - Theory X: You believe essentially employees are lazy, unmotivated, don't like to work and you have to actively reward and punish them. Requires a lot of interaction from the supervisor/boss. "I need to keep on these people bc they wont do work unless I'm there" - Theory Y: Employees are self engaged. They want to do things and be successful and they want to do the work. They are responsible and dedicated. If you believe the employees are self engaged, that would take less effort on your part.

Maslow's Hierarchy of Needs: Content Theories of Motivation

People will work to satisfy their most basic needs first. 1. Physiological: Most basic need. Entails having enough food, air, water to survive 2. Safety: Need to be free form physical and psychological harm 3. Love: Everyone needs someone to love 4. Esteem: We need something to feel good about ourselves 5. Self actualization: Where you are all that you can be. Not everyone gets to this level If you have a lower level need, you can't work on any other needs until lower level need is satisfied. Ex: If you are stuck at safety, then you won't consider any of the other needs above it. **Understand this concept and move on - Once needs are satisfied, they become less motivating.

What is the negative form of power?

Personal power: People with this need want to control others and they often manipulate people for their own gratification

The Job Characteristics Model: Top-Down Approach

Promotes high intrinsic motivation by designing jobs that possess the five core job characteristics - Skill variety: Job requires individual to perform variety fo tasks that require him or her to use different skills - Task identity: Job requires individual to perform a whole or completely identifiable piece of work. High when a person works on a project from the beginning to end and sees a tangible result - Task significance: The extent to which the job effects the lives of other people within or outside organization - Autonomy: Job enables individual to experience freedom, independence, and discretion in both scheduling and determining procedures of a job - Feedback: The extent to which someone receives direct and clear information about how effectively he or she is performing the job

Pros and Cons of Virtual Teams

Pros - Reduces costs like travel and real estate - Reduced work life conflicts Cons - Can be less fulfilling, no face-to-face interaction - Lack of collegiality bc not spending time with them - Lack of non verbal cues - Cultural and time differences

Common Perceptual Errors

Rater errors can lead to biases and undermine performance management systems - Halo effect: Ex, someone is exceptionally good at math and maybe they are excellent in other areas bc we know that math is hard, but not necessarily the case. Don't want to make impressions based on a single impression - Leniency happens when everybody does a "good job" when that's not always the case. - Central tendency happens when you avoid the polar ends. No one is horrible, no one is great - Recency effects is when people place a greater emphasis on recent behavior to form opinion on people. Ex: When its close to review time, employees are nicer - Contrast effects is when your evaluation is impacted by who was most recently reviewed before you. If someone was a rockstar, you won't look as good even if you did a really good job.

Type of Teams

Self Managed Teams: - Self lead, self managed. - Given administrated oversight of determining how and what they do. - People need to know how to lead and how to follow Cross Functional Teams: - When specialists from different areas are put on the same team. - Can sometimes be called a project team or sometimes longer term team to ensure communication is distributed throughout different groups Virtual Teams: - Dispersed geographic teams that work together electronically

What are performance management systems?

Step 1: Define performance, set goals and communicate Step 2: Monitor and evaluate performance, measure and evaluate progress and outcomes Step 3: Performance review, deliver feedback and coaching Step 4: Provide consequences, administer valued rewards and punish appropriate behaviors

McClelland's Acquired Needs Theory: Content Theories of Motivation

Talks about how people have these three needs to greater/lesser degrees. Typically one dominant with a person. It causes us to behave differently. - Need for Achievement: Prefers working on challenges/competition, best in situations when performance is due to effort and ability, working to get recognition to win things and be the best. The desire to excel, overcome obstacles, solve problems, and rival/surpass others - Need for Affiliation: Refers to being liked, loved, included. You want to be part of the team and avoid conflict. Desire to maintain social relationships - Need for Power: You want to be in charge and make decisions, tell people what to do. Desire to coach, teach, and have power over others Two things can go together well or two things can not go well together

Team Players vs Free Riders (social loafers)

Team Players - Committed, collaborative, competent Free Riders - Low quality/no quality work - Causes other people to work harder

Example of task and maintenance roles

Team member is performing a task function when he or she says at a meeting "What is the real issue here? We don't seem to be getting anywhere". Another individual who says "Let's here from those who oppose this plan" is performing a maintenance function

Types of Teams

Teams can be differentiated by purpose, duration, level of member commitment - Work Teams: Well defined purpose, typically permanent, require full commitment from others. Group will always be there but members aren't always permanent. - Project Teams: Shorter term things where you have something that needs to get done. Ex: Create HR concentration at undergrad level, so team was assigned to do that one thing. Members can divide time between primary job and various team projects

Step 1: Define performance, set goals and communicate expectations

Two types of goals 1. Performance goals: Targets specific end results 2. Learning goals: Enhances skill and knowledge Why are goals important? - Helps boost self esteem - Enhances productivity - Provides focus

Step 4: Rewards and Consequences

Types of Rewards - Extrinsic: Financial, vacation, etc. - Intrinsic: Good feeling you feel from the work, pride Desired Outcomes of Rewards - Attracts people and keeps them there - Want to be employees to be engaged and motivated Distribution Criteria - Will impact how well the type of rewards that create the desired outcomes

Step 3: Reviewing performance and the importance of feedback and coaching

Why is feedback important? - Boosts performance. Instructional and motivational - Let's us know where we are in the progress. - Ex: If you want to lose weight and aren't getting on the scale, then you won't know how your progress is going

Pay for Performance

Works best when - Merit pay is used to differentiate top performers - The ability to game the system is mitigated - Multiple measures of performance are used - Performance measures are accurate and consistent with goals in order to pay for performance to be effective