Mgmt 3005

Rachel has the desire to accomplish something difficult? This relates to McClelland's need for

Achievement

Employees at Globe Trade have always felt that resources and rewards are allocated unfairly at work. Such employee perceptions reflect _________.

Distributive justice

Donna has positive feelings for doing her job well. We would say she:

Is intrinsically motivated

In an effort to redesign jobs, Herman, manager of Perfect Printing, Inc., added various tasks to Amber's job. In addition to copying, now Amber is also responsible for collating, putting covers on each job and stapling. This can be described as an example of ____________.

Job enlargement

What type of employee does Heinfeld, Meech & Company recruit?

Positive attitude

At work, if Jamal's outcome to input ratio is greater than that of Tony's (his relevant co-worker), Jamal will experience

Positive inequity.

Job enrichment

building achievement, recognition, stimulating work, responsibility, and advancement into a job

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

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

What are the 5 needs in Maslow's hierarchy of needs?

(a) Physiological (b) Safety (c) Social (d) Esteem (e) Self-Actualization

Equity Theory of Motivation

--A model of motivation that explians how people strive for fairness and justice in social exchanges or give-and-take relationships --Equity theory is based on cognitive dissonance theory, developed by socail psychologist Leon Festinger in the 1950's --According to Festinger's theory, people are motivated to maintain consistency between their cognitive beliefs and their behavior. Perceived inconsistencies create cognitive dissonance, which in turn motivates corrective action

Management by Objectives (MBO)

--A system in which people at each level of the organization set goals in a process that flows from top to bottoms, so employees at all levels are contributing to the organization's overall goals. These goals become the standards for evaluating each employee's performance. An MBO system has three components: 1. Goals are specific, difficult and objective. 2. Managers and their employees work together to se the goals. 3. The manager gives objective feedback though the rating period to monitor progress toward the goal.

Management by Objectives (MBO) Continued

--MBO can have a very positive effect on an organizatino's performance. The productivity gains tended to be greatest when top management was highly committed to MBO. Also, because staff members are invovled in setting gaols, it is likely that MBO systems effectively link individual employees' performance with the organizaiton's overal goasl. --In general, evaluation of results can be less subjective than other kinds of performance measurement.

Equity sensitivity

--Reflecrts an individual's different preferences for, tolerances for, and reactions to the level of equity associated with any given situation --Equity sensitivity spans a continuum ranging from benevolents to sensitives to entitled

Practical Lessons from Equity Theory

1. Change Inputs --Equity theory provides managers with yet another explanation of how beliefs and attitudes affect job performance 2. Change Outcomes --Research on equity theory emphasizes the need for managers to pay attention to employees' perceptions of what is fair and equitable. No matter how fair management thinks the organization's policies, procedures, and reward system are, each employee's perception of the equity of those factors is what counts. 3. Distort Self Perceptions --Managers benefit by allowing employees to participate in making decison about important work outcomes. In general, employees' perceptions of procedural justice are enhanced when they have a voice in the decision-making process

Practical Lessons from Equity Theory Continued

4. Distort Perceptions of Others --Employees should be given the opportunity to appeal decisions that affect their welfare. Being able to appeal a decision promotes the belief that management treats employees fairly. 5. Choose a Different Referant --Employees are more likely to accept and support organizational change when they believe it is implemented fairly and when it produces equitable outcomes. 6. Leave the Situation --Managers can promote cooperation and teamwork among group membes by treating them equitably. Research reveals that people are just as concerned with fairness in group settings as they are with their own personal interests.

Practical Lessons from Equity Theory Continued

7. Treating employees inequitably can lead to litigation and costly court settlements. Employeeds denied justice at work are more likely to file employee grievances, to seek arbitration, and to ultimately seek relief from the courts. 8. Employees' perceptions of justice are strongly influenced by the leadership behavior exhibited by their managers. It thus is important for managers to consider the justice-related implicaitnos of their decisions, actions, and public communications 9. Managers should pay attention to hte organization's climate for justice. Researchers believe that a climate of justice can significantly influence the type of customer service provided by employees.