MGS 3400 Final Exam
Equity theory
Motivation depends on what happens to other people as well -Employees keep a mental ledger of the outcomes they get from their job duties and inputs
What is organizational commitment?
The desire on the part of an employee to remain a member of the organization
Ability
The relatively stable capabilities people have to perform a particular range of different but related activities
What workplace trends are affecting job performance in today's organizations?
The rise of knowledge work and the increase in service jobs
What is job performance?
The set of employee behaviors that contribute either positively or negatively, to organizational goal accomplishment
Influence
The use of an actual behavior that causes behavioral or attitudinal changes in others -can be seen as directional, mostly occurs downward but can also be lateral or upward -influence is all relative
Needs
cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences
Valence
anticipated value of the outcomes associated with performance ex: salary increases, bonuses, disciplinary actions, demotions
Personality
the structures and propensities inside people that explain their characteristic patterns of thought, emotion, and behavior -what people are like -collection of multiple traits
Engagement
High levels of intensity and persistence in work effort
Personal Aggression
Hostile verbal and physical actions directed toward other employees -Interpersonal and Serious EX: Harassment, Abuse
Negotiation
a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their differences
Cognitive distortion
allows you to restore balance mentally, without altering your behavior in any way
Conflict Resolution
-Competing -Avoiding -Accommodating -Collaboration -Compromise
Schedules of Reinforcement
-Continuous...reward after every desired behavior (praise) -Fixed Interval...reward after fixed time periods (paycheck) -Variable Interval...reward after variable time periods (supervisor walk by) -Fixed Ratio...reward after fixed number of desired behaviors (piece rate pay) -Variable Ratio...reward after variable number of desired behaviors (commission)
Openness to Experience
-Curious, imaginative, creative, complex, refined, sophisticated
Conscientiousness
-Dependable, organized, reliable, ambitious, hardworking, perservering -Prioritize accomplishment striving, which reflects a strong desire to accomplish task-related goals as a means of expressing personality
Distributive vs Integrative Bargaining
-Distributive: win-lose -Integrative: win-win
Personal Power
-Expert Power (derives from a person's expertise, skill, or knowledge on which others depend) -Referent power (exists when others have a desire to identify and be associated with a person)
What types of knowledge can employees gain as they learn and build expertise?
-Explicit Knowledge (information that's relatively easily communicated...ex: textbook) -Tacit Knowledge (not easily communicated, mostly comes from experience)
Extrinsic and Intrinsic Outcomes
-Extrinsic is motivation that is controlled by some contingency that depends on task performance -Intrinsic motivation is felt when task performance serves as its own reward
Stages of Team Development
-Forming (members orient themselves) -Storming (members remain committed to ideas they bring to the team) -Norming (members realize they need to work together to accomplish team goals) -Performing (members are comfortable working within their roles) -Adjourning (members experience anxiety and emotions as they disengage)
What workplace trends are affecting organizational commitment in today's organizations?
-Increased diversity can reduce commitment if employees feel lower levels of affective commitment or become less embedded in their current jobs -Employee & employer relationship can reduce affective and normative commitment, making it more of a challenge to retain employees
Management teams
-Integrate activities of subunits across business functions -Long life span -Moderate member involvement -EX: top management team
Organizational Power
-Legitimate (derives from a position of authority and is sometimes referred to as formal authority) -Reward (when someone has control over the resources or rewards another person wants) -Coercive (when a person has control over punishments)
What decision-making problems can prevent employees from translating their learning into accurate decisions?
-Limited information (bounded rationality is when we don't have ability or resources...satisficing is when you select the first acceptable alternative) -Faulty perceptions (selective perception is the tendency to see the environment only as it affects them...projection bias is projecting own thoughts onto other ppl...social identity theory...stereotype...heuristics...availability bias) -Faulty attributions (fundamental attribution error argues that ppl judge others behaviors due to internal factors...self serving bias -Escalation of commitment (refers to the decision to continue to follow a failing course of action)
What factors are involved in team composition?
-Member Role -Member Ability -Member Personality -Team Diversity -Team Size
Neuroticism
-Nervous, moody, emotional, insecure, jealous -Negative affectivity, tendency to experience negative moods -Differential exposure, which means they are more likely to appraise day-to-day situations as stressful -Differential reactivity, less likely to believe they can cope with stressors -External Locus of control, attribute causes of events to external environment
Action Team
-Perform complex tasks that vary in duration and take place in highly visible or challenging circumstances -Life span varies -Member involvement varies -EX: surgical team, musical group
Types of task interdependence
-Pooled (group members complete work independently and then "piled" to represent the group's output) -Sequential (different tasks are done in a prescribed order and the group is structured such that members specialize in these tasks) -Reciprocal (members are specialized to perform specific tasks and interact with a subset of members) -Comprehensive (highest level of interaction and coordination as they try to accomplish work)
Contingencies of Reinforcement
-Positive Reinforcement (positive outcomes follows a desired behavior....increase pay, promotions, praise) -Negative Reinforcement (an unwanted outcome is removed following a desired behavior...doing something to not get yelled at) -Punishment (an unwanted outcome follows an unwanted behavior) -Extinction (removal of a consequence following an unwanted behavior)
Project Team
-Produce a one-time output -Life span varies -Member involvement varies -EX: research group
Work teams
-Produce goods or provide services -Long life span -High member involvement -EX: self managed work team, production team, sales team
What two methods can employees use to make decisions?
-Programmed Decision (decisions that become automatic because people's knowledge allows them to recognize and identify a situation and the course of action that needs to be taken....intuition, crisis situation) -Non-programmed decision (When a situation arises that is new, complex, and not recognized...use rational decision making model)
Parallel teams
-Provide recommendations and resolve issues -Life span varies -Low member involvement -EX: Quality circle, committee
What are examples of psychological and physical withdrawal?
-Psychological: daydreaming, socializing, looking busy, moonlighting, cyberloafing -Physical: tardiness, long breaks, missing meetings, absenteeism, quitting
Influence Tactics
-Rational Persuasion -Inspirational Appeal -Consultation -Collaboration -Ingratiation -Personal Appeals -Exchange tactic -Apprising
What are the methods by which employees learn?
-Reinforcement -Observation -Goal Orientation
Types of Emotional Ability
-Self Awareness (appraisal and expression of emotions in oneself) -Other Awareness (recognition of emotion in others) -Emotion Regulation (being able to recover quickly from emotional experiences) -Use of Emotions (the degree to which people can harness emotions and employ them to improve their chances of being successful)
Contingency Factors
-Substitutability (degree to which people have alternatives in accessing resources) -Discretion (degree to which managers have the right to make decisions on their own) -Centrality (represents how important a person's job is and how many people depend on that person to accomplish their tasks) -Visibility (how aware others are of a leader's power and position)
What are the types of team diversity and how do they influence team functioning?
-Surface level diversity (race, ethnicity, sex, age) -Deep level diversity (differences in attitudes, values, and personality) -Effects of surface-level tend to diminish with time while effects of deep level tend to increase over time
Extraversion
-Talkative, sociable, passionate, assertive, bold, and dominant -easiest to judge in zero acquaintance situations, in which two people have only just met -Status striving, which reflects a strong desire to obtain power and influence within a social structure -High in positive affectivity, a dispositional tendency to experience pleasant, engaging moods
What are the three types of team interdependence?
-Task interdependence (degree to which the team members interact with and rely on each other) -Goal interdependence (team members have a shared vision of the team's goals and align their individual goals) -Outcome interdependence (team members share in the rewards that the team earns)
Types of Cognitive Ability
-Verbal (understanding and expressing oral and written communication) -Quantitative (capability to do simple math functions and ability to choose and apply formulas to solve problems) -Reasoning (using insight,rules, and logic to sense and solve problems...problem sensitivity, deductive reasoning, inductive reasoning, originality) -Spatial (capabilities associated with visual and mental representation and manipulation of objects in space...spatial orientation, visualization) -Perceptual (perceive, understand, and recall patterns of information)
Agreeableness
-Warm, kind, cooperative, sympathetic, helpful, courteous -Prioritize communion striving, which reflects a strong desire to obtain acceptance in personal relationships as a means of expressing personality
What are the three types or organizational commitment and how do they differ?
1) Affective Commitment: desire to remain a member of an organization due to emotional attachment (want to) 2) Continuance Commitment: desire to remain a member because of costs associated with leaving (need to) 3) Normative Commitment: desire to remain a member because of a feeling of obligation (ought to)
What are the four primary responses to negative events at work?
1) Exit- end or restrict organizational membership 2) Voice - attempt to improve the situation 3) Loyalty- maintain public support while privately hoping for improvement 4) Neglect- interest and effort in job declines
What are the four types of employees?
1) Stars- high commitment & performance 2) Citizens- low task performance but perform extra role activities 3) Lone wolves- motivated to achieve work goals for themselves 4) Apathetic- exert minimum effort to keep job
What is withdrawal behavior?
A set of actions that employees perform to avoid the work situation-behaviors that may eventually culminate in quitting the organization *Low withdrawal behavior means high organizational commitment
What is motivation?
A set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence
What is organizational politics?
Actions by individuals that are directed toward the goal of furthering their own self-interests
What does it mean for an employee to be "able"?
All abilities refer to what people can do -Can be grouped into cognitive, emotional, and physical
Interpersonal Citizenship Behavior
Behaviors that benefit coworkers and colleagues and involve assisting, supporting, and developing other organizational members in a way that goes beyond normal job expectations EX: Helping, Courtesy, Sportsmanship
Organizational Citizenship Behavior
Behaviors that benefit the larger organization by supporting and defending the company, working to improve operations, and being loyal to it EX: Voice, Civic Virtue, Boosterism
Property Deviance
Behaviors that harm the organization's assets and possessions -Organizational and Serious EX: Sabotage, Theft
Political Deviance
Behaviors that intentionally disadvantage other individuals rather than the large organization -Interpersonal and Minor EX: Gossiping, Incivility
Learning Orientation
Building competence is deemed more important than demonstrating competence -enjoy working on new types of tasks even if you fail
Cognitive Ability
Capabilities related to the acquisition and application of knowledge in problem solving -using info to make decisions and solve problems
What is counterproductive behavior?
Employee behaviors that intentionally hinder organizational goal accomplishment -Grouped into organizational/interpersonal and minor/serious
Social Influence Model
Employees who have direct linkages with "leavers" will themselves become more likely to leave
Erosion Model
Employees with fewer bonds will be most likely to quit
Embeddedness
Employees' links to their organization and community, their sense of fit wit their organization and community, and what they would have to sacrifice for a job change
Myers-Briggs Type Indicator (MBTI)
Evaluates individuals based on four types of preferences: Extraversion vs Introversion Sensing vs Intuition Thinking vs Feeling Judging vs Perceiving -Classifies people into one of 16 types
Interests
Expressions of personality that influence behavior through preferences for certain environments and activities -Holland's RIASEC model suggests that interests can be summarized by 6 different personality types (realistic, investigative, artistic, social, enterprising, conventional)
The Big Five Taxonomy
Five personality dimensions -Conscientiousness -Agreeableness -Neuroticism -Openness to experience -Extraversion
Performance-Prove orientation
Focus on demonstrating their competence so that others think favorably of them
Production Deviance
Focuses specifically on reducing the efficiency of work output -Organizational and Minor EX: Wasting resources, Substance abuse
How can organizations foster a sense of commitment among employees?
Fostering perceived organizational support, which reflects the degree to which the organization cares about employees well-being
What is task performance?
Includes employee behaviors that are directly involved in the transformation of organizational resources into the goods or services that the organization produces (i.e. tasks, duties, responsibilities)
Adaptive Task Performance
Involves employee responses to task demands that are novel, unusual, or unpredictable
Routine Task Performance
Involves well-known responses to demands that occur in a normal, routine, or otherwise predictable way...employees perform habitually
What is leadership and what role does power play in leadership?
Leadership is the use of power and influence to direct the activities of followers toward goal achievement. Power is the ability to influence the behavior of others and resist unwanted influence in return.
How does learning affect job performance and organizational commitment?
Learning has a moderate positive relationship with job performance and a weak positive relationship with organizational commitment
What is learning and how does it affect decision making?
Learning reflects relatively permanent changes in an employee's knowledge or skill that result from experience -Learning has a significant impact on decision making -The more knowledge and skills they posses, the more likely they are to make accurate decisions
How can organizations use job performance info to manage employee performance?
MBO (Management by Objectives), BARS (behaviorally anchored rating scale), 360-degree feedback, and forced ranking practices
How do organizations identify the behaviors that underlie task performance?
Many organizations conduct a job analysis and use O*NET.
How does motivation affect job performance and organizational commitment?
Motivation has a strong positive relationship with job performance and a moderate positive relationship with organizational commitment. Of all the energetic forces, self-efficacy/competence has the strongest relationship with performance
How can team compensation be used to manage team effectiveness?
Outcome interdependence has important effects on teams, which can be managed with compensation practices that take team performance into account
Traits
Recurring regularities or trends in people's responses to their environment Ex: polite, reserved, responsible
What is psychological empowerment and what four beliefs determine empowerment levels?
Reflects an energy rooted in the belief that work tasks contribute to some larger purpose -form of intrinsic motivation 1) Meaningfulness (captures value of a work goal relative to a person's own ideals) 2) Self determination (sense of choice in the initiation and continuation of work tasks) 3) Competence (person's belief in their capability to perform tasks successfully) 4) Impact (sense that a person's actions make a difference)
Cultural Values
Shared beliefs about desirable end states or modes of conduct in a given culture -what cultures are like -EX: traditional, informal, assertive
How do team characteristics influence team effectiveness?
Task interdependence has a moderate positive relationship with team performance and weak relationship with team commitment
Emotional Ability
The ability that influences the degree to which people tend to be effective in social situations, regardless of their level of cognitive abilities
Expectancy theory
The cognitive process that employees go through to make choices among different voluntary responses -Expectancy represents the belief that exerting a high level of effort will results in the successful performance of some taks
What steps can organizations take to foster learning?
Through various forms of training, companies can give employees more knowledge and a wider array of experiences that they can use to make decisions
What steps can organizations take to increase employee motivation?
Use compensation practices to increase motivation -Individual focused(piece-rate, merit pay, lump-sum bonuses) -Unit focused (gain share) -Organization focused (profit sharing)
How can we describe what employees are like?
Using personality traits and cultural values
What is citizenship behavior?
Voluntary employee activities that may or may not be rewarded but that contribute to the organization by improving the overall quality of the setting in which work takes place
Behavioral modeling
When employees observe actions of others, learn from what they have observed, then repeat observed behavior
Performance-Avoid orientation
focus on demonstrating their competence so that others will not think poorly of them
Equity distress
internal tension that can only be alleviated by restoring balance to the ratios
Task strategies
learning plans and problem-solving approaches used to achieve successful performance
Social Learning theory
people in organizations have the ability to learn through the observation of others
Task complexity
reflects how complicated the information and actions involved in a task are
Comparison other
some person who seems to provide an intuitive frame of reference for judging equity
Political SKill
the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal or organizational objectives
Self-efficacy
the belief that a person has the capabilities needed to execute the behaviors required for task success
Instrumentality
the belief that successful performance will result in some outcomes -set of objective probabilities
Goal commitment
the degree to which a person accepts a goal and is determined to reach it
Creative Task Performance
the degree to which individuals develop ideas or physical outcomes that are both novel and useful
Team
two or more people who work interdependently over some time period to accomplish common goals related to some task-oriented purpose
Independent forms model
various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs
Goal-setting theory
views goals as primary drivers of the intensity and persistence of effort -assigning specific and difficult goals will result in higher levels of performance
Progression model
withdrawal behaviors are positively correlated, one leads to another
Compensatory forms model
withdrawal behaviors negatively correlate with one another-doing one means you're less likely to do another
