Ch 10: Values, Incentives, Attitudes Flashcards
Need
Resource requires for personal well being
Motive
Force acting within an individual that causes them to seek an object or condition
Incentive
External object or condition that evokes behavior
Goal
Future state one strives to achieve
Value
Enduring belief that is personally or socially preferable. (Milton, Rokeach, 1973)
Typology of Human Needs
Henry Murray (1938)
Abasement Achievement Affiliation Autonomy Counteraction Defendance Deference Dominance Exhibition Harm avoidance Nurturance Order Play Rejection Sentience Sex Succorance Understanding
Hierarchy of preptoency
AKA Hierarchy of needs (Maslow)
Alderfer’s ERG Model (1972)
Growth needs
Relatedness needs
Existence needs
According to Crewson (1995), lower level employees value:
job security, benefits
According to Crewon (1995), managers and executives value
Accomplishment & challenge
Milton Rokeach’s Value Survey (1973) identified these two types of needs
Terminal Needs/Values
Instrumental Needs/Values
Barnard, March and Simon said that it is the responsibility of _______________ to maintain flow of resources for employee incentives.
Executives/organizational leaders
Clark & Wilson’s Typology of Organizations describes these primary organization incentives:
- Material (wages, benefits)
- Solidary (intangible, created by act of associating)
- Purposive (intangible, satisfaction of contributing to worthy cause.
Downs’ typology of public administrators
Climbers-pursue own self interest
Conservers-defend position and resources; make orgs rigid
Value focused: zealots, advocates, statesmen
Service ethic
Desire to serve the public
Public service motivation (PSM)
Work that benefits society
Questions about Public Service Motivation
Can we define it clearly?
Can we measure and access how much of it a person has?
Instrumental motives (Perry & Wise, 1990)
Policy formulation
Commitment to a public program
Advocacy for special, private interest
Norm based motives (Perry Wise, 1990)
Desire to serve public interest, loyalty to duty, government, devotion to social equity.
Affective motives (Perry & Wise, 1990)
Commitment to program based on convictions about social importance and patriotism of benevolence
Patriotism of Benevelonce, Frederickson Hart (1985)
Affection for people in the nation; Devotion to defending basic rights granted by the constitution.
Gene Brewer, Sally Selden and Rex Facer described these four types of employees who are motivated by public service
Samaritans: help people
Communitarians: civic duty
Patriots: public good
Humanitarians: social justice
Motivation crowding says that pay can _______ intrinsic motivation under certain conditions.
diminish
Job satisfaction
Is distinct from motivation and performance, but can influence them.
Poor job satisfaction results in high turnover, absenteeism and is costly for an organization.
Role Senders
People who impose expectations and requirements on a person. Can be formal or informal. Include bosses, subordinates, coworkers, family.
When expectations are ambiguous or conflicting,
stress level incrases
Role ambiguity
lack of clear, sufficient information on responsibilities
Role conflict
Incompatibility of role requirements
Individual differences in the need for clarity and control impact
role conflict and ambiguity
Calculative commitment, Angle & Perry (1981)
based on perceived material rewards an organization provides
Normative commitment, Angle & Perry (1981)
Sees organization as a mechanism for enacting personal ideals and values
Affective commitment, Meyer Allen (1991)
emotional attachment, identification and involvement with an organization
Balfour & Wechsler’s three forms of committment (1996)
- Identification commitment: pride in working for the organization.
- Affiliation commitment: belonging to the organization; described as a family.
- Exchange commitment: Organization recognizes and appreciates the efforts and accomplishments of its members.
Profession
Skill, education, training, competence, professional association, code of conduct, altruistic service
Alan Filley, Robert House & Steven Kerr (1976): Professionals tend to have certain beliefs and values.
Need to be an expert in profession. Autonomy in work is important Identify with profession & colleagues Commitment to the work as a calling Feeling of ethical obligation Belief in self-regulation, standards
Employee empowerment
Sharing information, resources, authority with employees.
Derived from employee relations movement
Gonger & Kanungo (1988) said that you can enable employees to act by
removing constraints that foster powerlessness
Four cognitions that cause employees to experience empowerment (Thomas & Velthouse, 1990)
Impact
Competence
Meaningfulness-there is value attached
Choice
Spreitzer described psychological empowerment as a motivational construct evident in four cognitions
meaning
competence
self-determination
impact
Her analysis showed that psychological empowerment is related to employee effectiveness and innovativeness.
Causes of psychological empowerment (Seibert, Wang and Courtright, 2011)
- High performance management practices
- Support from organization
- Positive leadership
- Work design characteristics
Employee engagement
Measured by attitudes about job involvement, job satisfaction, organizational commitment and employee empowerment
Examples of public sector employee engagement studies
Office of Personnel Management
Merit System Protection Board
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William Kahn (1990) described personal engagement as
harnessing oneself to work physically, emotionally, cognitively in a task.
