mgmt 309 Ch. 16

intrinsic rewards

These types of rewards in the Porter-Lawler extension of expectancy theory are outcomes that are internal to the individual (self-esteem and feelings of accomplishment); these rewards are more powerful than external rewards

equity

An individual's belief that the treatment the individual receives is fair relative to the treatment received by others

telecommuting

This allows employees to spend part of their time working off-site, usually at home, by using e-mail, the internet, and other forms of information technology

Behavior Modification (OB Mod)

This is the method for applying the basic elements of reinforcement theory in an organizational setting; specific behaviors are tied to specific forms of reinforcement

empowerment

This is the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of influence

Porter-Lawler Extension of Expectancy Theory

This is an extension of expectancy theory that assumes if performance in an organization results in equitable and fair rewards, people will be more satisfied and that high performance can lead to rewards and high satisfaction

incentive pay plan

This is another way to say bonus pay

effect of rewards on motivation

Employees will work harder when performance will be measured

group-sharing

This is group based, and all members get bonus when predetermined levels are exceeded; aligns employee and corporate interests; (team)

effect of rewards on behaviors

Extrinsic rewards affect employee satisfaction and reduce turnover

frustration-regression

In the ERG theory this describes when needs remain unsatisfied the individual will become frustrated, regress to a lower level, and begin to pursue those things again; ex. worker previously motivated by money (existence) gets a raise so he then focuses on better friendships (relatedness), when this does not happen he again focuses on more money; content motivation

ERG Theory

In this content motivation theory by Aldefer, people's needs are grouped into three overlapping categories- existence, relatedness, and growth; basically Masow's hierarchy is collapsed down into three levels; assumes that multiple needs can be operative at one time (no absolute hierarchy)

merit pay

This is pay awarded to employees on the basis of the relative value of their contributions to the organization; based on performance evaluation; this type of pay stays with you as long as you are with the company

effect of rewards on attitudes

Job satisfaction is affected by employee satisfaction with intrinsic and extrinsic rewards

fixed ratio

This is reinforcement applied after a certain number of behaviors regardless of time; ex. bonus

achievement, affiliation, and power

McClelland focused on the individual needs for motivation which were these

variable ratio

This is reinforcement applied after a variable number of behaviors regardless of time; ex. compliments by the manager

reward system

The formal and informal mechanisms by which employee performance is defined, evaluated, and rewarded

variable interval

This is reinforcement applied at various times; ex. occasional visit by the supervisor

process perspectives on motivation

These approaches to motivation focus on why people choose certain behavioral options to satisfy their needs and how they evaluate their satisfaction after they have attained their goals; search for behavioral options and alternatives; choice of behavioral options to satisfy needs; rewards and evaluation

various work schedules, compressed work schedule, flexible work schedules, job sharing, telecommuting

These are alternative forms of working arrangements

feeling equitably rewarded, feeling under-rewarded, feeling over-rewarded

These are conditions of and reactions to equity comparisons in equity theory

must be sincere about spreading power to lower levels, committed to empowering workers, prepared to increase its commitment to training, and have systematic and patient efforts to empower workers

These are conditions that are necessary for empowerment

Maslow's hierarchy of needs; Aldefer's ERG theory; Herzberg's two-factor theory; McClelland's achievement, power, and affiliation needs

These are content perspectives of motivation

excessively large compensation amounts, compensation not tied to overall and long-term performance of the organization, earnings gap between executive pay and typical employee pay

These are criticisms of executive compensation

non-monetary incentives

These are perk incentives not pay

stock option plans and executive perks

These are special forms of executive compensation

base salary and incentive pay (bonus)

These are standard forms of executive compensation

using work teams and decentralizing the organization

These are techniques for empowerment

identified and recognized individual needs; emphasized the importance of needs to motivation; pioneer into needs relating to motivation

These are the contributions of Maslow's hierarchy of needs

effort-to-performance theory, performance-to-outcome theory, outcomes and valences

These are the elements of expectancy theory

goal difficulty, goal specificity, acceptance, and commitment

These are the four characteristics of the goal setting theory

if rewards are to motivate employees, they must be perceived as being valued, attainable, fair, and equitable

These are the implications of process perspectives on motivation

positive reinforcement, avoidance, punishment, and extinction

These are the kinds of reinforcement in organizations

expectancy theory, Porter-Lawler Extension of Expectancy theory, equity theory, goal-setting theory

These are the process perspective theories on motivation

motivation (the desire to do the job), ability (the capacity to do the job), and work environment (the resources to do the job)

These are the three determinants of individual performance in the workplace

both the effort-to-performance and performance-to-outcome expectancy probabilities must be greater than zero and the sum of the valences must be greater than zero (attractiveness outcomes have a positive valence and unattactive outcomes have negative valences, outcomes to which an individual is indifferent to have zero valences)

These are the two factors needed for motivated behavior to occur in expectancy theory

extrinsic and intrinsic

These are the types of reward offered in the Porter-Lawler extension of expectancy theory

five levels of need are not always present; ordering or importance of needs is not always the same; does not work due to different cultures and personalities that can impact the ordering of needs

These are the weaknesses of Maslow's hierarchy of needs

fixed interval schedule and variable interval (based on time); fixed ratio and variable ratio (based on frequency)

These are various strategies for determining how often reinforcement should occur; greater level of performance occurs in this order of strategies

employee stock ownership programs

These gradually grant stock ownership of the firm to employees as a reward

extrinsic rewards

These types of rewards in the Porter-Lawler extension of expectancy theory are outcomes set and awarded by external parties (pay and promotions)

fixed interval

This is reinforcement that is applied at a fixed time; ex. paycheck

traditional approach to motivation

This approach to motivation assumes that workers are interchangeable tools of production (Taylor Scientific Management), economic gain (money) is the primary motivation for employees, work is inherently unpleasant for workers, and that managers know more than subordinates; failed to consider other motivational factors besides pay

human relations approach

This approach to motivation emphasized the role of social processes in the workplace; it assumed that maintaining the appearance of employee participation is important, employees want to feel useful and important, employees have strong social needs, more important than money (illusion)

human resource approach

This approach to motivation emphasized the value of employees to the organization; it assumed that employee contributions are important and valuable to the organization, that management's job is to encourage participation and create a work environment that motivates employees, employees want to and are able to make genuine contributions

content perspectives

This approach to motivation tries to answer the question "What factor or factors motivate people?"; such as shorter working hours, more pay, improved working conditions, more autonomy, and greater responsibility

acceptance

This characteristic of goal setting theory is the extent to which a person accepts a goal as their own

commitment

This characteristic of goal setting theory is the extent to which an individual is personally interested in reaching a goal

feeling of under-rewarded

This condition of equity theory has these characteristics: employee trying to reduce inequity; change inputs by trying harder or slacking off; change outcomes by demanding a raise; distort the ratios by altering perceptions of self or others; leave situation by quitting job; change comparisons by choosing another object person

feeling of over-rewarded

This condition of equity theory has these characteristics: increase or decrease inputs; distort ratios by rationalizing; help the object person gain more outcomes

feeling equitably rewarded

This condition of equity theory is when the employee maintains performance and accepts comparison as fair

Maslow's hierarchy of needs

This content motivation theory suggests that people must satisfy five groups of needs in order of importance- physiological, security, belongingness, esteem, and self-actualization (in order, can't get to next level without satisfying the previous level)

two-factor theory

This content motivation theory, proposed by Herzberg, claims that people's satisfaction and dissatisfaction are influenced by two independent sets of factors- motivation factors and hygiene factors; it assumes that job satisfaction and dissatisfaction are on two distinct continuums; can be satisfied and dissatisfied at the same time

effort-to-performance expectancy

This element of expectancy theory explains the employee's perception of the probability that effort will lead to a high level of performance; ex. student studies hard to get an A

performance -to-outcome expectancy

This element of expectancy theory explains the employee's perception of the probability that performance will lead to a specific outcome- the consequence or reward for behaviors in an organizational setting; ex. the student thinks that by getting an A he will get a good job

valence

This element of expectancy theory provides an index of how much an individual values a particular outcome; it is the attractiveness of the outcome to the individual

using work teams

This empowerment technique forms collections of employees empowered to plan, organize, direct, and contol their work

motivation factor

This factor of the two-factor theory is based on work content and is on a continuum that ranges from satisfaction to no satisfaction; one way mangers can give employees the opportunity to experience this is with job enrichment

hygiene factors

This factor of the two-factor theory is based on work environment and is on a continuum that ranges from dissatisfaction to no dissatisfaction; managers need to ensure that these are not deficient and not blocking motivation; ex. having toilet paper

goal specificity

This goal characteristic of goal setting theory is based on the clarity and precision of the goal

goal difficulty

This goal characteristic of goal setting theory is the extent to which a goal is challenging and requires effort

growth needs

This group of needs in the ERG theory focuses on needs for self-esteem and self-actualization

need for affiliation

This individual need is the desire for human companionship and acceptance

need for achievement

This individual need is the desire to accomplish a goal or task more effectively than in the past

need for power

This individual need is the desire to be influential in a group and to be in control of one's environment

merit pay plan

This is a compensation plan that formally bases at least some meaningful portion of compensation on merit

relatedness needs

This is a group of needs in the ERG theory that focuses on belongingness and esteem by others

existence needs

This is a group of needs in the ERG theory that focuses on physiological and security

piece-rate incentive plan

This is a reward system wherein the organization pays an employee a certain amount of money for every unit she/he produces; employee pay is based on employee output; assumes that performance is under control of individual worker, employee works at a single task continuously, pay is tightly tied to performance

reinforcement theory

This is an approach to motivation that argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated; the role of rewards as they cause behavior to change or remain the same over time

participation

This is the process of giving employees a voice in making decisions about their work; making decisions about their jobs; decisions about administrative matters (ex. work schedules); having a voice in decision making about broader issues of product quality

motivation

This is the set of forces that cause people to behave in certain ways; the goal of managers is to maximize desired behaviors and minimize undesirable behaviors

job sharing

This is when two part-time employees share one full-time job

avoidance

This kind of reinforcement strengthens behavior by avoiding unpleasant consequences that would result if the behavior were performed; ex. not coming to work late to avoid reprimand

positive reinforcement

This kind of reinforcement strengthens behavior with rewards or positive outcomes after a desired behavior is performed; ex. promotion

physiological

This level of Maslow's hierarchy of needs is the first and focuses on basic survival and biological function; food, restrooms, comfortable temperatures, base salary

esteem

This level of Maslow's hierarchy of needs is the fourth and focuses on needs for positive self-image/self-respect and recognition and respect from others; status and job title

self-actualization

This level of Maslow's hierarchy of needs is the last and focuses on realizing one's potential for continued growth and individual development; achievement and challenging job

security

This level of Maslow's hierarchy of needs is the second and focuses on seeking a safe physical and emotional environment; shelter, clothing, job security, retirement plan

belongingness

This level of Maslow's hierarchy of needs is the third and focuses on need for love and affection; friendship, friends at work

goal setting theory

This process perspective motivation theory assumes that behavior is a result of conscious goals and intentions and that setting goals influence the behavior of people in organizations

expectancy theory

This process perspective motivation theory suggests that motivation depends on two things- how much we want something and how likely we are to get it

equity theory

This process perspective motivation theory suggests that people are motivated to seek social equity in the rewards they receive for performance

profit sharing

This provides a varying annual bonus to employees based on corporate profits

flexible work schedule

This schedule allows employees to select, within broad parameters, the hours they will work

compressed work schedule

This schedule has workers work a full 40 hour week in less than five days

equity theory

This theory makes these assumptions: people are motivated to seek social equity in the rewards they receive for performance; equity is an individual's belief that the treatment he/she receives is fair relative to the treatment received by others; individuals view the value of rewards (outcomes) and inputs of effort as ratios and make subjective comparisons of themselves to other people

expectancy theory

This theory provides these assumptions: behavior is determined by a combination of personal and environmental forces; people make decisions about their own behavior in organizations; motivation leads to effort, when combined with ability and environmental factors that results in performance which leads to various outcomes that have value to employees; people choose among alternatives of behaviors in selecting one that leads to a desired outcome

extinction

This type of reinforcement weakens undesired behavior by simply ignoring it or not reinforcing that behavior; ex. making a crude joke and the boss doesn't laugh

punishment

This type of reinforcement weakens undesired behavior by using negative outcomes or unpleasant consequences when the behavior is performed; ex. writing up an employee