Chapter 10 Flashcards
Hierarchy of Needs (Maslow)
Idea that needs are organized into a hierarchy, with higher-order needs being met only after lower-order ones are satisfied first.
It is popular in the U.S. because American culture values individualism, personal achievement, and risk-taking.
Self-actualization
Is the highest-order need that reflects employees’ desire to reach their maximum potential.
Like “achievement,” it is extremely difficult to translate into other languages.
Two-Factor Theory (Herzberg)
Suggests there are two separate sets of needs—intrinsic motivators and extrinsic hygiene factors (or demotivators).
Job Enrichment
Involves adding motivating factors (e.g., challenge, responsibility) to a job while avoiding demotivating factors (e.g., poor pay or working conditions).
Equity Theory
“You should get what you deserve”
- Posits that, when employees feel they’ve been unfairly treated, they are motivated to restore fairness.
- Is concerned with what happens when employees compare themselves against other people in terms of job outcomes (e.g., pay) and job inputs (e.g., effort).
- Can be approached from an international context: “Less focus on broad fairness rules and more understanding of the mental equations that employees in different cultures use when judging fairness.”
Reinforcement Theory
“connecting behavior and consequences”
- States that the best way to motivate is to clearly link valued consequences to desired employee behaviors.
- Relies on interpretation of performance-related feedback that is affected by the culture and societal context of an employee.
Expectancy Theory
“Setting goals and tying in rewards”
- Argues that motivation is a function of employees’ beliefs that effort will lead to good performance and that good performance is tied to valued rewards.
- Assumes that individual workers are rational and control their lives by manipulating their efforts.
- Cultural values and beliefs that external forces (e.g., fate) are important can be at odds with Western emphasis on linking individual performance achievements to variable rewards
Top attraction drivers examples:
Competitive Base Pay
Career Advancement Opportunity
Challenging Work
Learning/Development Opportunity
Competitive Benefits
Reputation of the Company
Vacation/Paid Days Off
Cultural Synergy
Is achieved when managers rely on motivation approaches and tactics that complement rather than conflict with the specific cultures involved.
Steps to achieve cultural synergy:
- Describe the motivation situation.
- Identify cultural assumptions about motivation.
-Determine where cultural overlaps exist.
-Generate culturally synergistic alternates.
-Select, implement, and then refine a synergistic strategy.
effective leadership requires:
openness to cultures, appreciation of cultural differences, ability to bridge differences quickly
Leader behavior across cultures: example - Romania
Task-Oriented Behavior
Includes clarifying performance expectations and specific procedures to be followed, as well as planning, scheduling, providing technical help, and goal-setting.
Relationship-Oriented Behavior
Includes showing concern for subordinates’ feelings, needs, and well-being.
Leadership styles in non-western cultures:
Nurturant Leadership Style
Mixes empathy and concern for subordinates with an emphasis on getting the job done—often works best in Indian work contexts.
PM Leadership Style
Combines complementary concern about problem-solving and motivation of group performance (performance leadership) with behavior designed to promote interdependence, avoid conflict, and maintain harmony within the group (maintenance leadership).
Transformational leadership
Occurs when a leader is able to galvanize employees and turn poorly performing firms into winners by inspiring intense loyalty and outstanding performance.
Relies on the bond created with employees by the leader’s personal characteristics and behaviors:
Charisma
Use of inspirational appeals
Intellectual stimulation
Individualized consideration.
Path goal leadership
Predicts that leadership effectiveness is contingent on matching the leadership style used to the situation.
Basic PG Leadership Styles
Directive
Supportive
Participative
Achievement oriented.
