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Org Theory > Chapter 10 > Flashcards

Chapter 10 Flashcards

1
Q

Define “need”

A

resource, condition required for” personal well-being

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2
Q

Define “motive”

A

obtain, avoid an external object, condition

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3
Q

What is an incentive?

A

external object, condition that evokes behaviors at attaining or avoiding it

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4
Q

what is a goal

A

state of achievement, objective (short-term goal; long-term goal)

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5
Q

How does Milton Roekeach define values

A

enduring belief that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.

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6
Q

Henry Murray (1938) – typology of human needs

A

Abasement
achievement
affiliation
aggression
autonomy
counteraction
defendance
deference
dominance
exhibition
harm avoidance
nurturance
order
play
rejection
sentience
sex
succorance
understanding

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7
Q

Maslow’s Need Hierarchy (1954)

A

self actualization needs
esteem needs
belongingness needs
safety needs
physiological needs

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8
Q

Clayton Alderfer’s ERG (1972)

A

Growth needs
Relatedness needs
Existence needs

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9
Q

Philip E. Crewson (1995) view on needs

A

lower-level employees focus on material rewards, job security and benefits
managers and executives need accomplishment and challenge

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10
Q

What are Milton Rokeach (1973) terminal values

A

human values, basic components of motivation

  • terminal values
    • A comfortable (prosperous) life
    • An exiting (simulating) life
    • A sense of accomplishment (lasting contribution)
    • A world at peace (free of war and conflict)
    • A world of beauty (of nature and the arts)
    • Equality (brotherhood, equal opportunity for all)
    • Family security (tacking care of loved ones)
    • Free (independence, free choice)
    • Happiness (contentedness)
    • Inner harmony (freedom from inner conflict)
    • Mature love (sexual and spiritual intimacy)
    • National security (protection from attack)
    • Pleasure (an enjoyable, leisurely life)
    • Salvation (eternal life)
    • Self-respect (self-esteem)
    • Social recognition (respect, admiration)
    • Ture Friendship (close companionship)
    • Wisdom (a mature understanding of life)
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11
Q

What are Milton Rokeach (1973) instrumental values

A

human values, basic components of motivation

  • Ambitious (hard working, aspiring)
  • Broad-minded (open-minded)
  • Capable (competent, effective)
  • Cheerful (lighthearted, joyful)
  • Clean (neat, tidy)
  • Courageous (standing up for one’s beliefs)
  • Forgiving (willing to pardon others)
  • Helpful (working for the welfare of others)
  • Honest (sincere, truthful)
  • Imaginative (daring,, creative)
  • Independent (self-reliant, self-sufficient)
  • Intellectual (intelligent, reflective)
  • Logical (consistent, rational)
  • Loving (affectionate, tender)
  • Obedient (dutiful, respectful)
  • Polite (courteous, well-mannered)
  • responsible (dependable, reliable)
  • Self-controlled (restrained, self-disciplined)
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12
Q

What do organizational leaders do?

A

maintain flow of resources to organization to cover incentives (Chester Barnard, 1938; James March and Herbert Simon, 1958; Herbert Simon, 1948)

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13
Q

What are Clark and Wilson (1961) and Wilson (1973) typology of organizations based on the primary incentive offered to participants.

A
  • Material incentives: tangible rewards, often monetary—wages, fringe benefits, patronage
  • Solidary incentives: intangible rewards from the act of association—sociability, status
  • Purposive incentives: intangible rewards related to the goals of the organization—for example, working on an election of a supported candidate
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14
Q

What are Anthony Downs typology of public administrators

A

Some administrators are self-interested, some are climbers trying to achieve higher authority, some are conservers who defend their current position and resources and some have mixed motives. They break down into 3 categories.

  • zealots- seek to advance a specific policy or program
  • advocates - promote and defend an agency or a more comprehensive policy domain
  • statesmen - pursue a more general public interest.
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15
Q

What is a service ethic

A

desire to serve the public. Also known as public service motivation (PSM)

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16
Q

What is Public Service Motivation (PSM)

A

work that benefits society

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17
Q

Public Service motivation is

A

work that benefits society and includes development of theories of public management and behavior in public organizations

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18
Q

How do James Perry and Lois Wise (1990) define PSM?

A
  • an individual’s predisposition to respond to motives grounded primarily or uniquely in public institutions and organizations.”
  • They separate motives into three categories:
    • Rational (instrumental) - grounded in enlightened self-interest and are present in individuals who believe that their interests coincide with those of the larger community. Participation in policy formulation and commitment to a public program (personal identification), advocacy for special, private interest
    • Norm-based - desire to serve the public interest, loyalty to duty and to government, and devotion to social equity
    • Affective - are characterized by a willingness or desire to help others. Commitment to a program based on convictions about its social importance and the “patriotism of benevolence
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19
Q

What is ‘patriotism of benevolence’

A

H. George Frederickson and David K. Hart (1985)

“affection for people in nation, devotion to defending basic rights granted by enabling documents such as the Constitution

20
Q

How did James L Perry (1996) contribute to PSM research

A

dimensions of general public service motive, ways of assessing it (researchers, practicing managers, professionals – what is meant by PSM, how to measure it)

  • 4 dimensions
    • Attraction - The give and take of public policy making appeals (or doesn’t) to me
    • Commitment to public interest - I unselfishly contribute to my community; meaningful public service is very important to me
    • Compassion - I am often (or rarely) moved by the plight of the underprivileged; to me, patriotism includes seeing to the welfare of others
    • Self-sacrifice - I believe in putting duty before self; much of what I do is for a cause bigger than myself; I feel people should give back to society more than they get from it.
21
Q

What conclusions did Gene A. Brewer, Sally C. Selden and Rex L. Facer (2000) form about PSM

A

based on Perry’s work but seeks to identify how peoples conceptions of public service vary

  • Four typologies
  • •Samaritans – strong motivation to help people
  • Communitarians – motivated to perform civic duties
  • Patriots – work for causes related to public good
  • Humanitarians – strong motivation to pursue social justice

Likely to vary at the individual and organizational level.

22
Q

What is the ‘motivation crowding’ hypothesis

A

pay can diminish intrinsic motives (self-determination) such as PSM

23
Q

How does Michael M. Gruneberg, (1979) define job satisfaction?

A

how individual feels about their job and various aspects about it (positive or negative)

24
Q

Attitudes and behaviors related to job satisfaction

A

absenteeism,

intention to quit

actually quitting

25
Q

Is there a coherent theory or framework on what determines job satisfaction ?

A

no

26
Q

What is the key in determining performance-satisfaction relationship?

A

Porter and Lawler (1868)

The contingent link between performance and rewards

27
Q

what are role senders

A

anyone (bosses, subordinates, coworkers, family) who imposes expectations and requirements through formal and informal processes

28
Q

what do ambiguous or conflicting expectations cause

A

increased stress levels

29
Q

What is role ambiguity?

A

lack of clear, sufficient information about how to carry out one’s responsibilities in the organization

30
Q

What is role conflict?

A

incompatibility of role requirements

31
Q

What individual characteristic influences role conflict and ambiguity

A

Need for clarity, locus of control (individual control [vs.] external control)

32
Q

What is organizational commitment?

A

loyalty and commitment to the organizations in which they work

33
Q

what are Harold L. Angle and James L. Perry (1981) types of commitment?

A
  • calculative commitment (rewards); - perceived material rewards the organization offers
  • normative commitment (ideals, values) - views the organization as a mechanism for enacting personal ideals and values.
34
Q

What is John P. Meyer and Natalie J. Allen (1991) additional type of commitment

A

affective commitment - emotional attachment, identification and involvement with an organization

35
Q

What are Danny L. Balfour and Barton Wechsler (1996) types of commitment?

A
  • identification commitment (pride); pride in working for the organization and sense organization is doing something important well.
  • affiliation commitment (sense of belonging); sense of belonging and viewing other members as family
  • exchange commitment - belief that organization recognizes and appreciates the effort and accomplishment of its members.
36
Q

Define a highly professionalized occupation

A
  • application of a skill based on theoretical knowledge;
  • requirement for advanced education and training;
  • testing of competence through examinations or other methods
  • organization into a professional association;
  • existence of a code of conduct and emphasis on adherence to it;
  • espousal altruistic service
37
Q

What are Alan C. Filley, Robert J. House and Steven Kerr (1976) beliefs and values of professions

A
  • the need to be expert in the body of abstract knowledge applicable to the profession;
  • they and fellow professionals should have autonomy in their work activities and decision making;
  • identification with profession and fellow professionals;
  • commitment to the work of the profession as a calling or life’s work;
  • feeling of ethical obligation to render service to clients without self-interest and with emotional neutrality;
  • self-regulation and collegial maintenance of standards (fellow professionals are best qualified to judge and police one another
38
Q

define employee empowerment

A

sharing information, resources, authority with employees (human relations movement 1940s)

empowerment as a psychological state, work-related attitude (management) is a more recent development

39
Q

how do psychological state, work-related attitude (management) describe employee empowerment

A

enabling employees to act by removing constraints that foster powerlessness and promote self-efficacy, effort, and persistence

40
Q

what are Kenneth W. Thomas and Betty A. Velthouse (1990) cognitions of employee empowerment

A
  • impact - feeling they make a difference though their actions
  • competence- ability to perform a task skillfully;
  • meaningfulness - how much value a person attached to task accomplishment;
  • choice - a person feels their behavior is self-determined

when a person makes a positive assessment of the four aspect of work they will feel higher intrinsic task motivation and more empowered.

41
Q

What is Gretchen M. Spreitzer (1995, 1996) concept of psychological empowerment

A
  • motivational construct positively related to effectiveness, innovativeness.
  • Evident in four areas
    • meaning
    • competence
    • self-determination
    • impact
42
Q

What did Scott E. Seibert, Gang Wang and Stephen H. Courtright (2011) find in their analysis of antecedents of psychological empowerment and attitudinal and behavioral consequences including task performance?

A

psychological empowerment can be enhanced by:

  • High performance management practices (training, rewards and recognition, goal setting, information sharing)
  • Support from organization (psychological, access to resources, positive organizational culture, procedural and distributive fairness, political support, interpersonal trust)
  • Positive leadership (empowering leadership style, autonomy supportive leadership, charismatic and transformational leadership, high leader-member exchange, interpersonal trust, clear expectations, supervisory support)
  • Work design characteristics (job enrichment, role clarity, task impact and meaningfulness, autonomy, feedback)

Psychological empowerment is positively related to job satisfaction and organizational commitment and negatively related to turnover intention and job-related strain.

43
Q

Define employee engagement

A

work-related attitude related to job involvement, job satisfaction, organizational commitment and employee empowerment

44
Q

Who has tried to track and raise employee engagement in the US Federal Government

A

Office of Personnel Management (OPM); Merit System Protection Board (MSPB)

45
Q

What is William A. Kahn (1990)’s definition of personal engagement

A
  • harnessing oneself to work by becoming fully invested physically, emotionally, and cognitively in a task.
  • Engagement requires the following psychological conditions during task performance:
    • safety - feeling safe to express oneself
    • meaningfulness - feeling worthwhile, useful or valuable due to be invested physically, emotionally, and cognitively in the work
    • availability - have emotional, physical, an cognitive energies available for task performance.

Org Theory (8 decks)

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