Chapters 6, 7, and 8 OB

goals direct attention, goals regulate effort, goals increase persistence, goals foster the development and application of task strategies and action plans

How does goal setting work?

physiological, safety, love, esteem, self-actualization

Maslow's Need Hierarchy Theory

need for achievement, need for power, need for affiliation

McClelland's Theory says that people are motivated by at least one of three needs:

specific, measurable, attainable, results oriented, time bound

SMART goals are

multiplied

The variables in Vroom's Expectancy Theory are _____ together to find motivation

management by objectives

a management system that incorporates participation in decision making, goal setting, and objective feedback

continuous reinforcement

all target behavior is reinforced

job satisfaction

an affective or emotional response toward various facets of one's job

operant behavior

behavior that is learned when one "operates on" the environment to produce desired consequences

Thorndike's Law of Effect

behavior with favorable consequences tends to be repeated while behavior with unfavorable consequences tends to disappear

expectancy

belief that a particular degree of effort will be followed by a particular level of performance (range 0 to 1)

instrumentality

belief that a particular level of performance will be rewarded with a particular level of outcome (range -1 to 1)

job rotation

calls for moving employees from one specialized job to another/employees trained in multiple areas

need fulfillment, discrepancies, value attainment, equity, dispositional/genetic components

causes of job satisfaction

Skinner's operant conditioning model

claims that there is an important distinction between respondent and operant behavior

instructional feedback

clarifies roles or teaches new behaviors

contingent consequences

control behavior in 4 ways: positive reinforcement, negative reinforcement, punishment, extinction

nonperformance considerations

customary or contractual

need for achievement

defined by the desires to accomplish something difficult

organizational citizenship behavior

employee behaviors that exceed work-role requirements

Idiosyncratic deals

employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development

total rewards

encompass not only compensation and benefits, but also personal and professional growth opportunities and a motivating work environment that includes recognition, job design, and work-life balance

job enrichment

entails modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

extrinsic rewards

financial, material, or social rewards from the environment

benevolents

higher tolerance for negative inequity

feedback

information about individual or collective performance shared with those in a position to improve the situation

job enlargement

involves putting more variety into a worker's job by combining specialized tasks of comparable difficulty

hygiene factors

job characteristics associated with job dissatisfaction

motivators

job characteristics associated with job satisfaction

top-down approaches

job design, scientific management, job rotation, job enlargement

bottom-up approaches

job-crafting, Idiosyncratic deals

360-degree feedback

letting individuals compare their own perceived performance with behaviorally specific (and usually anonymous) feedback from their manager, subordinates, and peers

upward feedback

lower-level employees provide feedback on a manager's style and performance

equity theory

model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

pay for performance

monetary incentives relating at least somewhat to results or accomplishments

extrinsic motivation

motivation caused by the desire to obtain specific outcomes

entitleds

no tolerance for negative inequity

intrinsic motivation

occurs when an individual is turned on to one's work because of the positive internal feelings that are generated by doing well, rather than being dependent on external factors

procedural justice

perceived fairness of the process and procedures used to make allocation decisions

needs

physiological deficiencies that arouse behavior

need for affiliation

prefer to spend more time maintaining social relationships, joining groups, wanting to be loved

achievement-motivated people

prefer to work on tasks of moderate difficulty and prefer situations in which performance is due to efforts, desire more feedback on successes/failures

sense of meaningfulness, sense of choice, sense of competence, sense of progress

qualities that foster intrinsic motivation

interactional justice

quality of interpersonal treatment received when procedures are implemented

job design

refers to any set of activities that involves the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of job experience and productivity

equity sensitivity

reflects an individual's different preferences for, tolerances for, and reactions to the level of equity associated with any given situation

need for power

reflects and individual's desire to influence, coach, teach, or encourage others to achieve

distributive justice

reflects perceived fairness of how resources and rewards are distributed

organizational commitment

reflects the extent to which an individual identifies with an organization and is committed to its goals

withdrawal cognitions

represent an individual's overall thoughts and feelings about quitting

counterproductive work behavior

represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders

motivation

represents those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal-directed

performance

results-tangible outcomes on individual, group, or organizational level; actions and behaviors-teamwork, risk taking, creativity

discrepancies

satisfaction is a result of met expectations

dispositional/genetic components

satisfaction is partly a function of both personal traits and genetic factors

intrinsic rewards

self-granted, psychic rewards

motivational

serves as a reward or promises a reward

intermittent reinforcement

some but not all reinforced; fixed ratio, variable ratio, fixed interval, variable interval

sensitives

strict norm of reciprocity and quickly move to resolve inequity

scientific management

that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

PE fit

the compatibility between an individual and a work environment that occurs when their characteristics are well matched

employee engagement

the harnessing of organization members' selves to their work roles with feelings of urgency, being focused, intensity, and/or enthusiasm

job-crafting

the physical and cognitive changes individuals make in the task or relational boundaries of their work

valence

the positive or negative value a person places on a reward or outcome (range -2 to 2)

shaping

the process of reinforcing closer and closer approximations to a target behavior

Vroom's Expectancy Theory

the strength of a tendency to act in a certain way depends on the strength of an expectancy that the act will be followed by a given consequence or outcome and on the value or attractiveness of that outcome to the actor

Herzberg's Motivator-Hygiene Theory

theory that incorporates motivators, hygiene factors, and job enrichment

others, self, peers

three sources of feedback

respondent behavior

unlearned reflexes or stimulus-response (S-R) connections

extinction

weakening of a behavior by contingently producing something displeasing or withdrawing something positive

punishment

weakening of a behavior by contingently producing something displeasing or withdrawing something positive

goal

what an individual is trying to accomplish

negative equity

when comparison person has greater rewards

positive equity

when comparison person has lesser rewards