OB chapter 8, 5 and 13

Content theories

Maslow's needs hierarchy, Alderfers ERG theory, McClelland's need theory, and Herzberg's motivator-hygiene theory.

Alderfer's ERG theory

Three basic needs influence behavior; 1. existence needs: the desire for physiological and materialistic wellbeing 2. relatedness needs: the desire to have meaningful relationships with significant others. 3. growth needs: the desire to grow as a human being and to use one's abilities to their fullest potential Believes that more than one need can be activated at a time.

In group thinking: the seeds of intergroup conflict

Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking. * Members of in-groups view themselves as a collection of unique individuals, while they stereotype members of other groups as being "all" alike. * In group members see themselves positively and as morally correct, while they view members of other groups negatively and as immoral. * in groups view outsiders as a threat Researchers say the more the members of different groups interact, the less intergroup conflict they will experience.

deliberate practice

a demanding, repetitive, and assisted program to improve one's performance.

day of contemplation

a one time only day off with pay to allow a problem employee to recommit to the organization's values and missions

instrumentality

a performance outcome perception good performance= good outcome Ex: passing exams is instrumental to graduating college

cognitions

a person's knowledge, opinions, and beliefs

conflict

a process in which one party perceives that its interests are being opposed or negatively affected by another party.

emotional intelligence

ability to mange oneself and interact with others in mature and constructive ways. self awareness self management socia awareness relationship management

proactive personality

action oriented person who shows initiative and perseveres to change things. proactive people identity opportunities and act on them, show initiative, take action, and preserve until meaningful change occurs. Have internal locus.

employee's motivation is a function of several factors including

an individual's needs, the extent to which a work environment is positive and supportive, perceptions of being treated fairly, creating a strong relationship between performance and the receipt of valued rewards, the use of accurate measures of performance and the setting of specific goals.

devil's advocacy

assigning someone the role of critic

external locus of control

attributing outcomes to circumstances beyond one's control. Luck and fate.

alternate dispute resolution

avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration

self efficacy

belief in one's ability to do a task.

expectancy

belief that effort leads to a specific level of performance expected behavior and effort=good performance The following factors influence an employees expectancy perceptions: self esteem self efficacy Previous success at the task help received from a supervisor information necessary to complete the task good materials and equipment to work with

job enrichment

building achievement, recognition, stimulating work, responsibility, and advancement into a job. vertical loading: giving workers more autonomy and responsibility

intelligence

capacity for constructive thinking, reasoning, and problem solving

job design

changing the content or process of a specific job to increase job satisfaction and performance

negative inequity

comparison in which another person receives greater outcomes for similar inputs

positive inequity

comparison in which another person receives lesser outcomes for similar inputs

emotions

complex human reactions to personal achievements and set backs that may be felt and displayed

conflict: metaphors and meaning

conflict as war: we shot down that idea conflict as opportunity: what are all the possibilities for solving this problem conflict as journey: let's search for common ground

conflict triangle

conflicting parties involve a third person rather than dealing directly with each other

humility

considering the contributions of others and good fortune when gauging one's success

Conflict is an unavoidable aspect of organizational life. Major trends that make it unavoidable

constant change greater employee diversity more teams less face to face communication a global economy with increased cross cultural dealings

Managerial implications of ERG theory.

contain frustration-regression component: demand raise when they are frustrated consistent with the finding that individual and cultural differences influence our need states. managers should customize rewards and recognition programs to meet employees' varying needs

programed conflict

encourages different opinions without protecting management's personal feelings

Adams's equity theory of motivation

explains how an individual motivation to behave in a certain way is fueled by feelings of inequity or a lack of justice. Holds that motivation is a function of justice in social exchanges. Two key implications associated with this theory: 1. Managers are encouraged to pay attention to hygiene factors and motivators because they are both related to employees' job satisfaction Adams points out that two primary components are involved in the employee/employer exchange: inputs and outcomes. Employee's inputs for which he expects a just return, include education/training, skills, creativity, seniority, age, personality traits, effort expended, and personal appearance. On the outcome side of the exchange, the org. provides such things as pay/bonuses, medical benefits, challenging assignments, job security, promotions, and participation in important decisions.

process theories of motivation

focus on explaining the process by which internal and cognition influences employee motivation. More dynamic.

content theories of motivation

focus on identifying internal factors such as instincts, needs, satisfaction, and job characteristics that energize employee motivation. Do not explain how motivation is influenced by dynamic interaction between an individual and the environment he works. Most of these theories of motivation revolve around the notion that an employee's needs influence motivation.

dialectic method

fostering a debate of opposing viewpoints to better understand an issue

negotiation

give and take process between conflicting interdependent parties distributive negotiation: usually involves a single issue- in which one person gains at the expense of the other integrative negotiation: an agreement can be found that is better for both parties that what they would have reached in the other. More than one issue is at stake

Motivation through goal setting

goals direct attention: goals direct one's attention and effort toward goal relevant activities. Ex: term project due in a few days, your thoughts and actions tend to revolve around completing the project. goals regulate effort: not only do goals make us selectively perceptive, they also motivate us to act. Ex: deadline for project would prompt you to complete it. Goals increase persistence: within the context of goal setting, persistence represents the effort expended on a task over an extended period of time.

Vroom's expectancy theory

holds that people are motivated to behave in ways that produce valued outcomes

personality conflict

interpersonal opposition driven by personal dislike or disagreement. incivility: employees' lack of regard for one another

Job characteristics model

intrinsic motivation: motivation caused by positive internal feelings core job dimensions: job characteristics found to various degrees in all jobs * skill variety * task identity * task significance * autonomy * Feedback

job enlargement

involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty. stopped tedious and overspecialized jobs. horizontal loading (giving additional jobs of similar difficulty)

ways to facilitate interaction with host country nationals

* good listening skills * sensitivity to others * cooperativeness rather than competitiveness

why people avoid conflict

* incompatible personalities or value systems * overlapping or unclear job boundaries * competition for limited resources * interdepartment/intergroup competition * inadequate communication * interdependent communication * interdependent task (one person can't complete task until someone else does theirs" * unreasonable deadlines or extreme time pressure * unresolved or suppressed conflicts

Alternative styles for handling dysfunctional Conflict

* integrating (problem solving): in this style interested parties confront the issue and cooperatively identify the problem, generate and weigh alternative solutions. and select a solution * smoothing: person neglects his or her own concern to satisfy the concern of the other party * Dominating (forcing): high concern for self and low concern for for others encourage "I win, you lose" tactics. other party's needs are largely ignored * avoiding: avoidance is appropriate for trivial issues or when the costs of confrontation outweigh the benefits of resolving the conflict compromising: this is a give and take approach involving moderate concern for both self and others. Appropriate when parties have opposite goals or possess equal power.

Cross cultural conflict

*doing business with people from diff. cultures is commonplace in our global economy. Because of differing assumptions about how to think, and act, the potential for cross cultural conflict is both immediate and huge. This is not a matter of who is right and who is wrong: rathe it is accommodating cultural differences for a successful business transaction.

self esteem

is a belief about one's self worth based on an overall self evaluation. Those who agree with the positive statements and disagrees with the negative statements have high self esteem. See themselves as worthwhile, capable, and acceptable. people with low self esteem view themselves in negative terms, do not feel good about themselves and experience self doubts. a moderate positive correlation was found between self esteem and life satisfaction. But the relationship was stronger in individualistic cultures. you can improve self esteem by: training recognition coaching supportive leadership

job rotation

moving employees from one specialized job to another

self monitoring

observing one's own behavior and adapting it to the situation

organizational identification

organizational values or beliefs become part of one's self identity.

self concept

person's self perception as a physical, social, spiritual being. you recognize that you are a distinct human being.

needs

physiological or psychological deficiencies that arouse behavior.

job crafting

proactive and adaptive employee behavior aimed at changing the nature of one's job.

idiosyncratic deals

process by which employes and managers negotiate tasks completed by employees.

Maslow's need hierarchy theory

proposed that motivation is a function of five basic needs 1. physiological: most basic need. entails having enough food, air, and water to survive. 2. safety: consists of the need to be safe from physical and psychological harm 3. love: the desire to be loved and to love. Contains the needs for affection and belonging 4. esteem: need for reputation, prestige, and recognition from others. Also, contains need for self confidence and strength. 5. Self actualization: desire for self fulfillment- to become the best one is capable of becoming

organizational justice

reflects the extent to which people perceive that they are treated fairly at work distributive justice: the perceived fairness of how resources and rewards are distributed. procedural justice: the perceived fairness of the process and procedures used to make allocation decisions. interactional justice: extent to which people feel fairly treated when procedures are implemented

functional conflict

serves organization's interests. referred to as constructive or cooperative conflict. those engaging in this apply a win win attitude to solve problems and find common ground. being assertive and saying no

skill

specific capacity to manipulate objects

ability

stable characteristic responsible for a person's maximum physical or mental performance

personality

stably physical and mental characteristics responsible for a person's identity. how one looks, thinks, acts, and feels. There is no compelling evidence that culture affects personality structure.

psychological capital

striving for success by developing one's self efficacy, optimism, hope, and resiliency

motivation

term is derived from the latin word, movere meaning to "move". It represents those psychological processes that cause the arousal, direction, and persistence, of voluntary actions that are goal directed.

resiliency

the ability to handle pressure and quickly bounce back from personal and career setbacks

internal locus of control

the belief that one controls the events and consequences affecting one's life. Ex: blame themselves if they don't get a good grade. getting a passing grade due to their abilities

valence

the value of a reward or outcome. the positive or negative value people place on outcomes good outcome= high value positive valence for receive additional money

dysfunctional conflict

threatens organization's interests

How to deal with with personality conflicts

tips for employees having a personality conflict: * communicate directly with the other person to resolve the perceived conflict * avoid dragging coworkers into the conflict * if dysfunctional conflict persist, seek help. tips for 3rd party observers: * Do not take sides in someone else's personality conflict * Suggest the parties work things out themselves in a constructive and positive way * If dysfunctional conflict persists, refer the problem to parties direct supervisors

scientific management

using research and experimentation to find the most efficient way to perform a job. Conducts business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning.

A conflict continuum

work groups, departments, or organizations experiencing too little conflict tend to be plagued by apathy, lack of creativity, indecision, and missed deadlines. Excessive conflict, on the other hand, can erode organizational performance. Chart

Hezberg's Motivator-Hygiene Theory

1. Motivators: job characteristics associated with job satisfaction. job satisfaction was more frequently associated with achievement, recognition, characteristics of the work, responsibility, and advancement. These factors were all related to outcomes associated with the ointment of the task being performed 2. Hygiene Factors: job characteristics associated with job dissatisfaction. Found job dissatisfaction to be associated with factors in the work context or environment. Specifically company policy and administration, technical supervision, salary, interpersonal relations with one's supervisor and working conditions. Should create positive factors like allowing pets to come to work or intramural sports events.

The Big Five personality dimensions

1. extraversion: outgoing, talkative, sociable, and assertive 2. agreeableness: trusting, good natured, cooperative, softhearted 3. Conscientiousness: dependable, responsible, achievement, oriented, and persistent, Has the strongest positive correlation with job performance. 4. emotional stability: relaxed, secure, unworried 5. openness to experience: intellectual, imaginative, curious, broad-minded

2 managerial implications of Need Hierarchy

1. it is important for managers to focus on satisfying employee needs related to self concepts- self esteem and self actualization- because their satisfaction is significantly associated with a host of important outcomes such as academic achievement, physical illness, rug abuse, etc. 2. A satisfied need may lose its motivational potential. Therefore managers are advised to motivate employees by devising programs or practices aimed at satisfying emerging or unmet needs.

McClelland's Need theory

1. need for achievement: desire to accomplish something difficult. To master, manipulate, or organize physical objects, human beings, or ideas. 2. need for affiliation: desire to spend time in social relationships and activities. not the most effective managers because they tend to avoid conflict, have a hard time making difficult decisions, and avoid giving others negative feedback 3. need for power: desire to influence, coach, teach or encourage others to achieve.

mental abilities underlying performance

1. verbal comprehension 2: word fluency: the ability to produce words that fulfill specific symbolic or structural requirements 3. numerical 4. spatial: being able to perceive spatial patterns and to visualize how geometric shapes would look if transformed in shape or position. 5. Memory 6. perceptual speed: the ability to perceive figures, identify similarities and differences, and carry out tasks involving visual perception 7. Inductive reasoning: the ability to reason from specifics to general conclusions

Process theories

Adams equity theory, Vroom's expectancy theory, and goal setting theory

Desired conflict outcomes

Agreement: equitable and fair agreements are best Stronger relationships: build bridges of goodwill and trust for future use Learning: functional conflict can promote creative problem solving