Chapter 13 Flashcards
People perceived unrewarded
Reduced inputs Increasing outcomes Rationalizing or sabotage inputs or outcomes Changing the referent Leaving
Motivating with Equity
Reduce employee’s inputs
Start by looking for and correcting major inequalities
Fair distributive justice
Procedural justice
Distributive Justice
The perceived degree to which outcomes and rewards are fairly distributed or allocated
Procedural justice
The perceived fairness of the procedures used to make reward allocation decisions
Expectancy theory
The theory that people will be motivated to the extent to which they believe that
-their efforts will lead to good performance
-good performance will be rewarded
Motivation =Valence x Expectancy x Intstrumentality
Valence
The attractiveness of desirability of a reward or outcome
Expectancy
The perceived relationship between effort and performance
Instrumentality
The perceived relationship between performance and rewards
Valence and instrumentality
Combine to affect employees willingness to put forth effort , while expectancy transforms intended effort into actual effort
Motivating
Systematically gathering information to find out what employees want from their jobs
Taking steps to link rewards to individual performance in clear and understandable manner
Empowering employees to make decisions
Reinforcement theory
The theory that
- behavior is a function of its consequences
- behaviors followed by positive consequences will occur more frequently
- behaviors followed by negative consequences or not followed by positive consequences, will occur less frequently
Reinforcement
The process of changing behavior by changing the consequences that follow behavior
Reinforcement contingencies:
cause and effect relationships between the performance of specific behaviors and specific consequences
Schedule of reinforcement
Rules that specify which behaviors will be reinforced, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered
Positive reinforcement
Reinforcement that strengthens behavior by following behaviors with desirable consequences
Negative reinforcement:
Reinforcement that streghtens behavior by withholding an unpleasant consequences when employees perform a specific behavior; also called avoidance learning
Punishment follows behaviors with undesirable consequences in order to weaken or extinguish behavior
Extinction
Reinforcement in which a positive consequences is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior
Continuous reinforcement schedule:
A schedule that requires a consequence to be administered following every instance of a behavior
Intermittent reinforcement schedule
A schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred
Research shows the effectiveness of continuous reinforcement, fixed ratio, and variable ratio schedules differs very little
Interval-based systems usually produce weak results
Goal
A target, objective, or result that someone tries to accomplish
Goal-Setting theory
The theory that people will be motivated to the extent to which they
- accept specific, challenging goals
- receive feedback that indicates their progress toward goal achievement
Goal specificity
The extent to which goals are detailed, exact, and unambiguous
Goal difficulty
The extent to which a goal is hard or challenging to accomplish
Goal acceptance
The extent to which people consciously understand and agree to goals
Performance feedback
Information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal
Motivating goal-setting
Assign specific challenges
Make sure workers truly accept organizational goals
-goals work because they focus attention, energize behavior, and influence, persistence, that is, sustaining efforts to achieve a goal
-provide frequent, specific, performance-related feedback
Motivating integrated model
Efforts to motivate differs for each employee
Managers should check their review card for a useful , theory based starting point, if their employees are not motivated
Direction of effort
Concerned with the choices that people make in deciding where to put forth effort in their jobs
Initiation of effort
Is concerned with the choices that people make about how much effort to put in their jobs
Persistence of effort
Is concerned with the choices that people make about how long they will put forth effort in their jobs before reducing or eliminating those efforts
Physiological Maslow
Good and water
Safety
Physical and economic
Belongingness
Friendship, love, and social interaction
Esteem
Achievement and recognition
Self-actualization
Realizing your full potential
Erg theory collapses Maslow five needs into 3
Existence
Safety and physiological needs
Relatedness
Belongingness
Growth
Esteem and self actualization
McClellands acquired needs theory suggests people are motivated by
Affiliation to be liked and accepted the need for achievement to accomplish challenging goals or the need for power to influence others
2 basic kinds of needs
Lower order needs concerned with relationships(belongingness,relatedness,
And affiliation)
Challenges and accomplishments(esteem,self-actualization,growth, and achievement) and influence(power)
Motivating basics
Start by asking people what their needs are, stay interviews
-Next satisfying lower needs first by providing equivalent,training, and knowledge to create a safe workplace free of physical risks paying enough for financial security and offering benefits packages that protect families through good medical coverage and health and disability insurance
-expect people’s needs to change
-as needs change and lower-order needs are satisfied,create opportunities for employees to satisfy higher-order needs such as creating opportunities for employees to experience intrinsic rewards by providing challenging work, encouraging employees to take greater responsibility for their work, and giving employees the freedom to pursue tasks and projects they find naturally interesting
-
Motivationxabilityxsituational constraints
- job performance how well performed
- motivation the effort put into a job
- ability knowledge skills and talent for job
- situational constraints factors beyond an employees control that affect job performance
Inputs
Are contributions employees make to the organization
Outcomes
Are what employees receive in exchange for their contributions to the organization
Referents
Other people with whom people compare themselves to determine if they have been treated fairly.
Outcome/income (0/I) ratio the comparison of outcomes with inputs
the comparison of outcomes with inputs
Under reward
Occurs when a referents 0/1 ratio is better than your 0/1 ratio
