Chapter 6 Flashcards
Performance =
Ability x Motivation (Effort)
Ability =
Aptitude x Training x Resources
Motivation =
Desire x Commitment
Define aptitude
The native skills and abilities a person brings to a job
Ability is _______, while motivations _______ over time.
Stable; fluctuates
What are the 3 danger signs for management positions?
- Taking refuge in a speciality.
- Focusing on past performance.
- Exaggerating aspects of leadership role.
Define “taking refuge in a speciality”
Mgrs get overwhelmed and become task oriented and technical.
Define “focusing on past performance”
Using past performance or former standards that are outmoded to determine value.
Define “exaggerating aspects of leadership role”
Mgrs become defensive and chose an aspect of their role to exaggerate. Examples include severe delegation, micromanaging, or playing devil’s advocate.
What are the 5 tools for overcoming poor performance due to lack of ability?
- Resupply
- Retrain
- Refit
- Reassign
- Release
Define resupply
Focuses on whether the employee has been provided the resources necessary to do the job
Define retrain
Retrain employee to fit current needs of role.
Define refit
While the subordinates remain on the job, the components of the work are analyzed, and different combos are explored.
Ex- an assistant is brought in to help with some technical aspects, so supervisor can focus on people development.
Define reassign
Reassign the poor performer either to a position of less responsibility, or to one requiring less technical knowledge or interpersonal skills.
Define release.
If none of the other four have worked, fire the bitch.
Define indulgent mgmt style
Mgr emphasizes satisfaction to the exclusion of performance.
Define imposing mgmt style.
A strong emphasis on performance to the exclusion of satisfaction.
Define ignoring mgmt style
Managers who don’t emphasize satisfaction or performance.
Define integration mgmt style
Emphasizing performance and satisfaction equally.
Four elements of effective motivation
Motivation –> Performance –> Outcomes –> Satisfaction
Three steps for effective goal setting
A good goal-setting process
The right goal characteristics
Consistent implementation of feedback
Effective goals are….
Specific, consistent, appropriately challenging
Goals should be SMART
Specific Measurable Achievable Realistic Timely
“Path goal” theory of leadership
- Traits of employee’s task: structure/difficulty
- Mgmt expectations of subordinates
- Availability of organizational support
2 principles for creating an environment where being a high performer is best
- Mgrs should link rewards to performance, rather than seniority or membership
- Mgrs should use discipline to extinguish counterproductive behaviors and use rewards to reinforce productive behaviors.
Define operant conditioning
The process of shaping others’ behavior through linking rewards and punishments with behaviors
Define elimination/extinction technique
Provides no response to a behavior, eventually leads to extinction of a behavior.
Doesn’t really work with mgrs because workers tend to think of no response as positive, and the behavior is acceptable.
Describe disciplining technique
Responding negatively to an employees behavior in order to discourage from future occurrences.
Describe rewarding technique
Linking desired behaviors with employee-valued outcomes
3 strategies for shaping behavior
Reprimand
Redirect
Reinforce
Define reprimand
An administrative discipline that should immediately follow the offensive behavior and focus exclusively on the specific problem.
Define redirect
Redirecting involves taking inappropriate behaviors and redirecting them into appropriate channels
Define reinforce
Using rewards to reinforce good behaviors
Define extrinsic outcomes
Things like pay and promotions and praise, that are controlled by someone other than the individual performer
Define intrinsic outcomes
Include sense of purpose, feelings of accomplishment, self-esteem, and development of new skills. Experienced on a personal level by each individual.
Define work design
The process of matching job characteristics to workers’ skills and interests
5 core job dimensions
Skill variety Task identity Task significance Autonomy Feedback
3 critical psychological states
- Experienced meaningfulness of work
- Experienced responsibility for outcomes of work
- Knowledge of the actual results of the work activities
5 strategies for increasing motivational potential of assigned work
Combine tasks Form identifiable work units Establish client relationships Increase authority Open feedback channels
Maslow’s needs hierarchy
/|\self-actualization | esteem | belongingness | safety | physiological
3 of Murray’s manifest needs
Achievement
Affiliation
Power
define Murray’s Need for Achievement
An individual’s personal competition with a standard of excellence
Define Murray’s Need for Affiliation
Involves relying on other individuals in order to feel reassured and acceptable
Define Murray’s Need for Power
Represents a desire to influence others and to control one’s environment
Define equity
Workers’ perceptions of the fairness of rewards
What happens when workers perceive inequity?
They compare their outcome/input ratio with that of similar others, and they will be motivated to restore equity in some way.
