MGMT Process Theory Ch. 13
_________________: Process of sharing power with employees, thereby enhancing their: Confidence in their ability to perform their jobs Belief that they are influential contributors to organization
Empowerment
______ theory: People assess (subjectively) how fairly they have been treated according to 2 key factors: Outcomes: Recognition, pay, benefits, satisfaction, security, job assignment, punishment Inputs: Effort, time, talent, performance, extra commitment, good citizenship
Equity
_____________: Value an outcome holds for person contemplating it (positive or negative)
Valence
Expectancy theory proposes that people will behave based on: Their perceived likelihood that their effort will lead to a __________________, and how highly they ________ that outcome
certain outcome, value
[(+) Outcomes for Receiver] Positive reinforcement: Applying _________________ that increase likelihood that a person will __________ behavior that led to it (e.g. compliments, raises)
consequences, repeat
(Hackman & Oldham Model of Job Design) Growth Need Strength determines how effective job enrichment will be: Degree to which individuals want personal + psychological ________________ Job enrichment more successful for people with ____ growth need strength
development, high
Job Satisfaction: People satisfied if feel _______________ from outcomes received and procedures used
fairly treated
All three (i.e. expectancy, instrumentality, valence) must be ________ to create motivation
high
No motivation if: _____ valence, ______ instrumentality, ______ expectancy Knows can do the job, wants outcomes, believes outcomes will not come despite good performance
high, low, high
No motivation if: ____ valence, ______ instrumentality, ______ expectancy Knows can do the job, believes outcomes will come with good performance, but doesn't want those outcomes
low, high, high
(Hackman & Oldham Model of Job Design) Desired Personal/Work Outcomes occur when people experience 3 Critical Psychological States: Believe doing something ___________ because work important to others Feel personally ___________ for how work turns out Learn how well ____________ in job (i.e. actual results of work activities)
meaningful, responsible, performed
(Hackman & Oldham Model of Job Design) Well-designed jobs lead to desired Personal/Work Outcomes: High internal work ____________ High quality work ______________ High ____________ with work Low absenteeism/turnover
motivation, performance,satisfaction
(Mis)Managing Rewards & Punishments: May _______ wrong behaviors (e.g. admiration/positive performance evaluations for multitasking)
reinforce
Effective use of reinforcement: Decide which behaviors to __________ Use _____________________ rewards (e.g. intellectual challenges, greater responsibility, recognition)
reinforce, creative/nonmonetary
Job _________: Routine tasks, changing from one task to another to alleviate boredom
rotation
Whether Psychological Contracts are seen as being upheld or violated influences ________________
satisfaction
No motivation if: _____ valence, _____ instrumentality, ____expectancy Wants outcomes, believes outcomes will come with good performance, believes can't perform well enough to achieve positive outcomes (i.e. effort won't result in performance)
High, high, low
Important content (motivation) theories:
Maslow's Need Hierarchy, Alderfer's ERG Theory, McClelland's Needs
________________: Positive consequences that motivate behavior
Reinforcers
___________________________: Set of perceptions of: What employees owe their employers What employers owe their employees
Psychological Contracts
McClelland's Needs: 3 needs guide people, predominant one varies Need for ________________(Strong orientation toward accomplishment, obsession with success/goal attainment) Need for ______________ (Reflects strong desire to be liked by other people, less concerned with good performance) Need for ______ (Desire to influence/control other people, can be: __________ force (Personalized Power) - aggressive manipulation/exploitation of others, pursue own goals ____________ motive (Socialized Power) - constructive improvement of organizations/society)
Achievement , Affiliation , Power, Negative , Positive
Alderfer's ERG Theory: Human needs theory postulating that people have 3 sets of needs operating simultaneously ____________ needs (All material + physiological desires) _________________ needs (Relationships with other people, satisfied through process of mutually sharing thoughts/feelings) ___________ needs (Motivate people to productively/creatively change themselves/environment, satisfied by utilizing personal capacity, developing new capacities)
Existence, Relatedness, Growth
______________ theory: Considers cognitive processes in people's heads Person's work efforts lead to some level of performance, then performance results in some outcomes for person
Expectancy
________________: Employees' perception of likelihood that their efforts will enable them to attain their performance goals (0%-100%; varies among people) i.e. believe in abilities
Expectancy
_____________: Withdrawing/failing to provide a reinforcing consequence. Behavior is extinguished May be unintentional Can be used to end undesirable behavior
Extinction
_______ reward: Reward given to a person by boss, company, some other person
Extrinsic
____________ theory: Motivation theory stating that people have conscious goals that energize them, direct their thoughts/behaviors toward a particular end
Goal-setting
___________ factors: Characteristics of workplace (e.g. company policies, working conditions, pay, supervision, that can make people dissatisfied if poorly managed) If well managed, will remove dissatisfaction, but will not satisfy, motivate
Hygiene
Herzberg's Two-Factor Theory:
Hygiene factors, Motivators
___________________: Perceived likelihood that performance will be followed by a particular outcome (0%-100%) i.e. see link between performance and outcome
Instrumentality
________ reward: Reward worker derives directly from performing job itself (e.g. interesting project, perfect solution). Essential to motivation underlying creativity.
Intrinsic
__________________________ leads to: Higher turnover, absenteeism More grievance, lawsuits, strikes, stealing, sabotage Poorer mental/physical health, customer service Lower productivity, profits
Job Dissatisfaction
Managers must motivate people to: _____organization _______ in organization Come to work ________ ________(quantity/quality) Exhibit good ________ (above/beyond)
Join, Remain, regularly, Perform, citizenship
________________ (formulated in 1911 by psychologist Edward Thorndike): Behavior that is followed by positive consequences will likely be repeated
Law of effect
Maslow's Need Hierarchy: Conception of human needs that organizes needs into hierarchy of 5 major types: ________________ needs must be satisfied first Once satisfied, no longer __________
Lower-level, motivator
_____________: Forces that energize, direct, sustain a person's efforts. All behavior is motivated.
Motivation
______________: Factors that make job more motivating (e.g. additional job responsibilities, opportunities for personal growth/recognition, feelings of achievement)
Motivators
Maslow's Need Hierarchy: _______________(Food, water, sex, shelter) ___________________ (Protection against threat, deprivation) _____ (Friendship, affection, belonging, love) ___ (Independence, achievement, freedom, status, recognition, self esteem) _____________________ (Realizing one's full potential, becoming everything one is capable of being)
Physiological, Safety/Security, Social, Ego, Self-actualization
_____________________: Using fair process in decision making, + making sure others know that process was as fair as possible
Procedural Justice
(Hackman & Oldham Model of Job Design) Critical Psychological States occur when work on enriched jobs with 5 Core Job Dimensions: ______ variety (Different job activities involving several skills/talent) _____ identity (Completion of a whole, identifiable piece of work) Task _______________ (Important, positive impact on lives of others) _____________ (Independence/discretion in making decisions) __________ (Information about work outcome)
Skill, Task, significance, Autonomy, Feedback
_________ goals: Can generate shift away from mediocrity, toward tremendous achievement
Stretch
__________ goals: Particularly demanding targets, sometimes even thought to be impossible ________ - aligned with current activities (e.g. productivity, financial results) ____________ - people's professional development (e.g. attempting/learning new, difficult things)
Stretch, Vertical, Horizontal
Punishment: Administering an ______ consequence (e.g. criticizing, no pay)
aversive
Job ________________: Giving people additional tasks at same time to alleviate boredom
enlargement
Job _______________: Restructuring/redesigning task to make it inherently more rewarding, motivating, satisfying (e.g. more tasks, higher-level tasks)
enrichment
(Managerial Implications of Expectancy Theory) Increase _____________: Environment to facilitate, attainable goals, training, support, resources, encouragement
expectancies
Punish mistakes: Unless not employee's fault/made good faith effort Don't over-use/use ____________ to create fear Discuss own failures/learnings
inappropriately
W/ equity theory Expect outcomes to reflect (be proportional to) _____; fair/satisfied if ratio equivalent to comparison person
inputs
(Managerial Implications of Expectancy Theory) Make _______________instrumental toward positive outcomes: Ensure good performance followed by personal recognition, praise, favorable performance reviews, pay increases, few negative results
performance
Goal-setting theory: Works when people have control over ________________ (e.g. quality, quantity, behaviors (teamwork, cooperation))
performance
Empowerment: Changes beliefs from powerless to _________________________ which leads to taking more initiative, persevering in achieving goals + leader's vision
personal effectiveness
People more likely to support decisions when they perceive ______________________ - even if they believe the outcome was unfair
procedural fairness
Negative reinforcement: Removing/withholding _______________ consequence including threat of punishment (e.g. take employee off probation for better performance)
undesirable
(Managerial Implications of Expectancy Theory) Identify positively _____ outcomes: Understand what people want to get out of work, what job provides/could provide, how people's valences differ
valent
Organizational Behavior Modification: Attempts to influence people's behavior + improve performance by systematically managing _____________________ & ____________________
work conditions, consequences