Chapter 7 and 8

how does goal setting motivates motivate an individual

-goals direct attention -goals regulate effort -goals increase persistence -goals encourage development of strategies to achieve plans

five lessons from goal setting

-greater performance -feedback enhances effect of specific difficult goals -participative, assigned and self set goals equally effective -action planning facilitates goal accomplishment -goal commitment and monetary incentives affect goal setting outcomes

lessons from equity and interactional justice

1. pay attention to perception of what's fair. it is the employees view of reality that counts when trying to motivate someone according to equity theory 2. employees should be given a voice in decisions affecting them 3. employees should be given the opportunity to appeal decisions that affect their welfare 4. managers can promote cooperation and teamwork by treating equitably 5. good strong behavior exhibited by managers 6. pay attention to organizational climate for justice as it affects attitudes and behaviors

differences among distributive, procedural and interactional justice

3 components of organizational justice, distributive- reflects perceived fairness of how resources and rewards distrubuted procedural- fairness of process and procedures to make decisions interactional- perceived fairness of a decision maker's behavior in the process of decision making

Discuss the process of stereotype formulation

Four step process that categorizes people into various criteria, Four step process -categorizing people to various criteria - infers all people within a particular group possess the same traits or characteristics -form expectations -interpret behaviors Maintained by -overestimating the frequency of stereotypical behaviors exhibited by others -incorrectly explaining expected and unexpected behaviors -differentiating minority individuals from oneself

Maslow's Alderfer's and Mcclleland's theory

Maslow's- motivation is a function of five basic needs on a pyramid, not reliable Alderfer's- three core needs explain behavior, existence relatedness and growth, more than one need can be activated at a time, frustration of higher order needs influences desire for lower level needs Mccelland- motivation and performance vary according to strength of an individuals need for achievement

Describe perception in terms of the information processing model

Perception is a mental and cognitive process that enables us to interpret and understand surroundings. Social Perception 4 stage process -selective attention/comprehension -encoding and simplifying -storage and retention -retrieval and response stumli matched with schemata, assigned cognitive categories and stored in long term memory

Pygmalion effect, Galatea effect and Golem effect

Pygmalion effect- self fulfilling prophecy, describes how someone's expectations for another person result in high performance for that person Galatea effect- when an individual's high self expectation leads to high performance Golem effect- loss of performance resulting from low leader expectations

Summarize key managerial implications of social perception

This affects hiring decisions, performance appraisals, leadership perceptions, communication influence, CWB, physical and psychological well being. Inaccurate schema can lead to racist or sexist approaches. Can be improved through training such as objectively analyzing. Bad social perception in leadership trickles down to employees. very important to treat employees fairly, let negative thoughts "roll off"

3 conceptually different approaches to job design

Top down approach- management responsible for creating meaningful combinations of work tasks Bottom up approach- employees viewed as job crafters who definite and create own job boundaries idiosyncratic deals- meet in the middle, jointly negotiate tasks workers complete at work

Fundamental attribution bias and self serving bias

fundamental attribution bias- involves emphasizing personal factors more than situation factors while formulating causal attributions for the behaviors of others self serving bias- personalizing causes of one's successes and externalizing the causes of one's failures

model of self fulfilling prophecy and how it works

high managerial expectation foster high employee self expectations which lead to greater effort and better performance and even higher expectations

the practical significance of herzberg's distinction between motivators and hygience factors

job satisfaction motivates better job performance; hygiene factors, such as policies, salary and supervision erase sources of dissatisfaction. motivators are achievement, responsibility and recognition

vroon's expectancy theory

motivation is determined by one's perceived chances of achieving valued outcomes. managers should help employees accomplish performance goals

perceived inequity in employee motivation

on the job, feelings of inequity revolve around a person's evaluation of whether he or she receives adequate rewards for their contributions, workers perform evaluations by comparing perceived fairness of employment exchange with that of relevant others, perceived inequity creates motivation to restore equity

Managerial challenges and recommendations of sex role, age racial ethic and disability stereotypes

reduce extent of stereotype influences and making interpersonal processes throughout organization. Training can benefit. Equip managers and employees to handle situations, mix group contact to reduce stereotyping and create opportunities for diverse employees to meet and work together in groups of equal status, need top management commitment.

Explain according to kelley's model, how external causal attributions are formulated

theory to describe how people infer causes for observed behavior, external attributions tend to be made when consensus and distinctiveness are high and consistency is low. internal attributions tend to be made when consensus and distinctiveness are low and consistency is high