MGMT310 exam 2
expectancy theory
cognitive process that employees go through to make choices among different voluntary responses (ex:whether you'll work or waste time) -argues that employee behavior is directed toward pleasure and away from pain -suggests that our choices depend on three specific beliefs based on our past learning and experience (expectancy, instrumentality, and valence)
what are the big 5?
conscientiousness agreeableness neuroticism openness to experience extraversion
three different goal orientations that people can hold and how they relate to employee outcomes
learning performance-prove performance-avoid
how does learning affect job performance and organizational commitment
moderate positive effect on job performance (employees who gain more knowledge and skill tend to have higher levels of task performance) weak positive effect on organizational commitment (employees who gain more knowledge and skill tend to have higher levels of affective commitment - not much is known about continuance or normative)
how does cognitive ability affect job performance and organizational commitment
strong positive effect on task performance (correlation is higher or jobs that are more complex) weak effect on organizational commitment (desire to remain a member of an organization is not influenced much by cognitive ability
expectancy theory three beliefs: VALENCE
the anticipated value in the outcomes that is associated with performance -can be positive (salary bonus), negative (discipline), or zero (indifferent) -employees are more motivated when successful performance helps them attain attractive outcomes and avoid unattractive outcomes
expectancy theory three beliefs: EXPECTANCY
the belief that exerting a high level of effort will result in successful performance of some task -ranges from 0 (wont happen) to 1 (definitely going to happen) can be hindered by lack of: -necessary resources -supportive leadership -self-efficacy
types of cognitive ability
verbal quantitative reasoning spacial perceptual
goal setting theory
views goals as primary driver for the intensity and persistence of task effort > argues that motivation is fostered when employees are given SPECIFIC and DIFFICULT goals (this helps tell an employee how hard they need to work and for how long ex: "have assignment done by 10:30 with no more than two mistakes" rather than "do your best")
goal setting theory: three variables that specify when goals will have stronger or weaker effects on task performance (AKA moderators)
1.feedback: gives an employee info about his/her current level of performance (can indicate that a change in persistence or effort is needed or that a new goal is needed) ex:you cant try and beat someones high score if you cant see your score as you play - how would you know how hard to try? 2. task complexity: reflects how complicated the info and actions involved in a task are and how much it changes (effects of specific and difficult goals are almost twice as strong on simple tasks as on complex tasks) ex:scientist ups the number of compounds for researchers to discover from 4 to 12 and gave bonuses and they met it every year 3.goal commitment: degree to which an employee has internalized and accepted a goal and committed to actually trying to achieve it (when goal commitment is high, assigning specific and difficult goals will have significant benefits for task performance - when its low effects are weaker)
how does motivation relate to job performance and organizational commitment?
1.strong positive effect on job performance > people who experience higher levels of motivation tend to have higher levels of task performance 2.EQUITY has a moderate positive correlation with organizational commitment > people with higher equity tend to have higher levels of affective and normative commitment
expectancy theory: self-efficacy
AKA self confidence - the belief that a person has the capabilities needed to execute the behaviors required -higher self-efficacy=higher expectancy and more likely to exert high levels of effort some employees have higher self-efficacy because of: -past accomplishments or failures -vicarious experiences(taking into account observations and discussions with others who have performed such tasks) -verbal persuasion (persuading employees that they can get the job done) -emotional cues(feelings of fear/anxiety that create doubt about task accomplishment while pride/enthusiasm can create confidence)
motivation determines what three things
DIRECTION of effort (we have to make choices about which goal were doing to pursue out of all the goals) INTENSITY or effort (how hard am I actually working?) PERSISTENCE of effort (how long are you willing to work on a specific task?)
motivation definition
an employees internal and external energy that initiates work-related effort -determines its direction, intensity, and persistence (critical to job performance because it requires high levels of ability and motivation)
four steps involved in behavioral learning
attention, retention, production, reinforcement
expectancy theory three beliefs: INSTRUMENTALITY
belief that successful performance will result in some outcome (ex: work performance is related to pay) -ranges from 0 to 1 can be hindered by: -poor methods for measuring performance -inadequate budget to provide outcomes (even w high performance) ex:money for bonuses dries up -use of policies that reward things besides performance (ex:attendance, seniority) -time delays in doling out rewards
how does personality affect job performance and organizational commitment?
conscientiousness has a moderate positive effect on performance (conscientious employees have higher levels of task performance and are more likely to engage in citizenship behavior and not CWB because they have positive feelings) conscientiousness has a moderate positive effect on commitment (higher levels of affective and normative and no effect on continuance)
three types of trust?
disposition, affect, cognitive
four types of justice?
distributive, procedural, interpersonal, informational
distributive justice vs procedural justice rules
distributive:equity vs equality vs need (are all rewards allocated according to the proper norm? procedural:voice, correctability, consistency, bias suppression, representativeness, accuracy
expectancy theory three beliefs and how they work together to calculate motivation
expectancy, instrumentality, valence if i exert a lot of effort, will i perform well?>if i perform well, will i receive outcomes?>will the outcomes be satisfying?
extrinsic motivation vs intrinsic motivation
extrinsic=reward because of task performance(ex:pay, promotion, free time) intrinsic=task performance serves as its own reward (ex:enjoyment, accomplishment, knowledge gain) **together determine an employees 'total motivation' level
engagement
feelings of energy, enthusiasm, and similarly positive affective states surrounding ones work
how do organizations increase employee motivation: UNIT-FOCUSED
gainsharing (bonuses received after meeting unit goals ex:department goals, business unit goals)
what does it mean to have a high g factor
general cognitive ability is high
needs
groupings of outcomes that are viewed as having critical psychological or physiological consequences -different people have different hierarchies of needs outcomes can be more attractive if they satisfy our needs (ex:praise can satisfy the need for strong interpersonal bonds and esteem needs) *different needs: 1.existence (physiological/safety - food, shelter, protection) 2.relatedness(love, belongingness - need for lasting positive relationships) 3.control(autonomy/responsibility - need to predict or control ones future) 4.esteem(self-regard/growth - need to have high esteem and be respected by others) 5.meaning(self actualization - need to perform tasks that one cares about)
other taxonomies that can be used to describe personality
hollands RIASEC MBTI
what makes an outcome have high valence?
if it satisfies our needs
intrinsic motivation links to
increased self-esteem, persistence/effort, and job satisfaction
interpersonal justice vs informational justice rules
interpersonal: respect (treating employees with sincerity and dignity) and propriety (refraining from improper remarks) informational: justification (explain decision making/procedures clearly) truthfulness (communications are honest)
how do intrinsic and extrinsic motivation change during the day
intrinsic motivation is always good, extrinsic motivators are all over the place
what is motivations relationship with engagement
organizations are always looking for ways to motivate their employees - they focus on engagement which has high levels of intensity and persistence in work effort (employees who are "engaged" completely invest themselves and their energy into their jobs and striving to get them done)
how do organizations increase employee motivation: INDIVIDUAL LEVEL
piece-rate, merit pay, lump-sum bonuses, recognition awards
extrinsic motivation links to
potentially lower self-esteem, effort, and satisfaction >>others argue that it leads to competence (ex: Im getting paid more so I did a good job)
how do organizations increase employee motivation: ORGANIZATION-FOCUSED
profit sharing (bonus received when the publicly reported earnings of a company exceed minimum level)
faulty attributions - self serving bias and fundamental attribution error
self serving bias: more likely to attribute your own failures with external factors and success w internal attribution error: more likely to think other peoples failures as due to internal factors
types of emotional ability/intelligence
self-awareness other awareness emotional use emotion regulation
expectancy is a multiplicative effect
so if any of the three parts (expectancy, instrumentality, or valence is 0, then expectancy=0)
physical ability types and definitions
strength(explosive, dynamic, static movement) stamina(exerting oneself over time without giving out) sensory(near/far vision, night vision, color discrimination, speech and auditory recognition, depth perception) flexibility and coordination(bending, stretching, coordinating movement of arms/legs/body) psychometer(keeping hand/arm steady, precise movements, response time)
how does trust affect job performance and organizational commitment?
trust has a moderate positive effect on job performance (employees who are willing to be vulnerable to authorities tend to have higher levels of task performance > more likely to engage in citizenship behavior and less likely to CWB) strong positive effect on organizational commitment (employees who are willing to be vulnerable to authorities have higher levels of affective and normative > NO EFFECT ON CONTINUANCE COMMITMENT)
