Exam 2 - Chapter 6
Organizational justice theory proposes
that employees will not be motivated to contribute their inputs unless they perceive fair procedures will be used to distribute outcomes in the organization and that they will be treated fairly by managers
Work Motivation
Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and a person's level of persistence.
Need
a requirement for survival and well being.
What are the three key elements of work motivation?
1. Direction of behavior 2. Level of effort 3. Level of persistence
What are the two questions Expectancy theory addresses about motivation?
1. Does an individual believe that his inputs will result in a given level of performance? 2. Does the individual believe that performing at this level will lead to obtaining the outcome she wants ( Pay, job security)
What are the four theories for work Motivation?
1. Need theory 2. Expectancy theory 3. Equity 4.Organizational Justice theory
What are the three major factors that determine an employees motivation in expectancy theory?
1. Valence 2.Instrumentality 3. Expectancy
What are the three types of needs in Alderfer's theory?
1.Existence Needs 2. Relatedness Needs 3. Growth Needs
What are four forms of ORT
1.distributive justice 2.procedural justice 3.interpersonal justice 4.informational justice
Maslow's hierarchy of Needs Psychologist Abraham Maslow proposed that human beings have five universal needs they seek to satisfy:
5. Psychological needs. 4. Safety needs 3. Belongingness Needs 2. Esteem needs 1. Self- actualization
OJT describes
A group of theories that focus on the nature, determinants and consequences of organizational justice
Equity Theory
A theory about work motivation that focuses on employees' perceptions of the fairness of their work outcomes and inputs.
Expectancy Theory
A theory about work motivation that focuses on how employees make choices among alternative behaviors and levels of effort. Focuses on the employees perception and thoughts or cognitive processes
Existence Needs
Basic needs for human survival such as the need for food, water, clothing, shelter, and a secure and safe environment
Intrinsically motivated work behavior
Behavior performed for its own sake. The source of motivation actually comes from performing the behaviors itself, in other words.
Extrinsically motivated work behavior
Behavior performed to acquire material or social rewards or to avoid punishment The behavior is performed not for its own sake but rather for the consequences.
Examples of How Needs Are Met or Satisfied in an Organization Growth Needs
By continually improving skills and abilities and engaging in meaningful work
Examples of How Needs Are Met or Satisfied in an Organization Belongingness
By having good relations with co-workers and supervisors, being a member of a cohesive work group, and participating social functions such as company picnics and holiday parties
Examples of How Needs Are Met or Satisfied in an Organization Relatedness Needs
By having good relations with coworkers, superiors, and subordinates and by obtaining accurate feedback from others
Examples of How Needs Are Met or Satisfied in an Organization Physiological Needs
By receiving a minimum level of pay that enables a worker to buy food and clothing and have adequate housing
Examples of How Needs Are Met or Satisfied in an Organization Existence Needs
By receiving enough pay to provide for the basic necessities of life and by having safe working conditions
Examples of How Needs Are Met or Satisfied in an Organization Safety Needs
By receiving job security, adequate medical benefits, and safe working conditions
Examples of How Needs Are Met or Satisfied in an Organization Esteem:
By receiving promotions at work and being recognized for accomplishments on the job
Examples of How Needs Are Met or Satisfied in an Organization Self- Actualization
By using one's skills and abilities to the fullest and striving to achieve all that one can on a job
INFORMATIONAL JUSTICE
Employee perceptions of the extent to which managers explain their decisions and the procedures they used to arrive at these decisions.
What is the principal message of the need theory?
Employees have needs that they are motivated to satisfy in the workplace.
Need theory
Focuses on the outcome side of the equation. What outcomes are individuals motivated to obtain from their jobs an organizations? A group of theories about work motivation that focuses on employees needs as the sources of motivation
Level of effort
How hard does a person work to perform a chosen behavior
What is the key challenge facing managers in terms of motivation?
How to encourage employees to contribute inputs to their jobs and to the organization.
valence, instrumentality, expectancy must all be high in order for there to be motivation True
If just 1 of the 3 is 0 then motivation will be at zero.
Outcome/input Ratio
In equity theory, the relationship between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs)
Expectancy
In expectancy theory, a perception about the extent to which effort will result in a certain level of performance.
Instrumentality
In expectancy theory, a perception about the extent to which performance of one or more behaviors will lead to the attainment of a particular outcome.
Valence
In expectancy theory, the desirability of an outcome to an individual
what is the different between Maslow and ERG theories?
Maslow assumes that lower-level needs must be satisfied before a higher level need is a motivator, ERG lifts this restriction. According to ERG theory, a higher-level need can be a motivator even if a lower-level need is not fully satisfied, and needs at more than one level can be motivators at any time.
Belongingness needs:
Needs fo social interaction, friendship, affection and love
Safety Needs
Needs for security, stability and a safe environment
Growth Needs
Needs for self development and creative and productive work
Esteem Needs
Needs to feel good about oneself and one's capabilities, to be respected by others, and to receive recognition and appreciation
Relatedness Needs
Needs to have good interpersonal relations, to share thoughts and feelings, and to have open two-way communication
Self- Actualization Needs
Needs to realize ones full potential as a human being
Motivation
Only one factor among many that contributes to an employees job performance.
Direction of behavior refers to
The behavior employees choose to perform from the many potential behaviors they could perform
Distributive Justice
The perceived fairness of the distribution of outcomes in an organization
Interpersonal Justice
The perceived fairness of the interpersonal treatment employees receive from the distributors of outcomes or their managers.
Procedural Justice
The perceived fairness of the procedures used to make decisions about the distribution of outcomes in an organization.
True or False. High level of motivation does not always result in high level performance
True
True or False Can valence be positive or negative?
True Can also vary in size or magnitude.
According to equity theory, however, it is not the objective level of outcomes and inputs that is important in determining work motivation
True What is important to motivation is the way an employee perceives his or her outcome/input ratio compared to the outcome/input ratio of another person other person is called a referent
level of persistence
When faced with obstacles, roadblocks, and stone walls, how hard does a person keep trying to perform a chosen behavior successfully?
If the outcome has a negative valence
an Employee prefers not having the outcome
Organizational Justice
an employee's perception of overall fairness in his or her organization
Performance
an evaluation of the results of a persons behavior: It involves determining how well or poorly a person has accomplished a task or done a job.
Physiological needs
basic needs for things such as food, water, and shelter that must be met in order for an individual to survive
Expectancy theory purposes that outcomes should be directly linked to
desired organizational behaviors or to overall levels of job performance.
If outcome has positive valence
employee prefers having the outcome to not having it
what two things are needed for an individual to be motivated to contribute effort and other inputs on the job for expectancy theory.
employees' beliefs about the relationship between their inputs (such as effort) and the performance level they reach are, thus, central to understanding motivation. Put simply, if employees do not think they are capable of performing at an adequate level even with maximum effort, their motivation to perform at that level will be zero. The second key part of expectancy theory indicates that employees will be motivated to perform at a given level only if that level leads to the desired outcome
Alderfer's ERG Theory
existence-relatedness-growth (ERG) theory is also a need theory of work motivation. builds on some of Maslow's thinking but reduces the number of universal needs from five to three and is more flexible in terms of movement between levels
expectancy theory seeks to explain how employees
go about making various decisions.
Equity theory focuses primarily on the relationship between ------ & ------ and addresses which question?
inputs n outcomes Are the outcomes perceived as being at an appropriate level in comparison to the inputs? Past experience or the observation of others, employees will have a sense of the input levels that should result in certain outcomes.
What is the motivation equation?
inputs--->performance ----> outcomes
To have a motivated workforce, managers must identify
which needs each employee is seeking to satisfy at work, and once these needs have been identified, managers must ensure that the employee's needs are satisfied if he or she performs the desired behaviors.