exam 2 Flashcards
chapters 8, 9, 10, 12
motivation
force that energizes, directs, and sustains behavior
content theories
attempts to identify needs that motivate people and how those needs drive behavior
process theories
psychological and behavioral models that explain how people choose behaviors and direct their efforts
need theories
Needs: physiological or psychological deficiencies that an organism is compelled to fulfill
Eg. physiological: food and drive of hunger // psychological: need for human contact
maslow’s hierarchy of needs
needs arranged in a hierarchy
- self-actualization
- esteem
- affiliation
- security
- physiological
mc’clelland’s achievement motivation theory
3 needs central to work motivation
- need for achievement
- need for power
- need for affiliation
can be measured by thematic apperception test (uses pictures to assess motivation)
Alderfelder - erg theory
collapses Maslow’s theory into 3 categories
- existence needs (physiological and safety)
- relatedness needs (social interactions)
- growth needs
schedules of reinforcement
interval: relate to time
- fixed variable: specific schedule (weekly paycheck)
- variable interval: determined by passage of time but not consistent (bonus)
ratio: focuses on behavior
- fixed ratio: based on set number of behaviors (pay per number of items assembled)
- variable ratio: based on behavior and number of responses required (car sales)
goal setting theory
emphasizes the setting of specific and challenging performance goals (must be clear, specific, attainable, and quantifiable)
job characteristics model
emphasizes the role that certain aspects of jobs play in influencing work motivation
hezberg’s 2 factor theory
highlights role of job satisfaction in worker’s motivation
motivators: elements related to job content that when present lead to job satisfaction
hygienes: elements related to job context that when absent cause job dissatisfaction
job characteristics: skill variety, task significance, task identity, autonomy, feedback
physiological states: experienced meaningfulness, experienced responsibility, knowledge of results
equity theory
workers motivated to keep their work inputs in proportion to their outcomes
expectancy theory
states that workers weigh expected costs and benefits of particular courses
effort: attend class, study, take notes
–> expectancy
grade in class: A B C D F
–> instrumentality
outcome: self-confidence, self-esteem, personal happiness
organizational commitment
consists of a worker’s feelings and attitudes about the entire work organization
measured by: organizational commitment questionnaire
job satisfaction
consists of the positive and negative feelings and attitudes about one’s job
global approach
views satisfaction overall
facet approach
looks at multiple dimensions of job satisfaction
models of organizational commitment
worker’s feelings and attitudes about the entire work organization
affective: employees emotional attachment to org
normative: employees feel sense of duty/obligation to org
continuance: employees stay bc there would be costs to leaving
increasing job satisfaction and organizational commitment
changes in job structure
changes in pay strucutre
flexible work schedules
benefits programs
employee attitudes and employee attendance
negative attitudes can lead to procrastination, absenteeism, decreased output
employee job satisfaction
level of contentment and fulfillment an employee feels with their job
stress
physiological or psychological reactions to stressors
effects of stress on workers
distress: negative (perform poorly, more absenteeism and turnover)
eustress: positive (can help you perform better under the right conditions)
organizational sources of stress
work task stressors - work overload, underutilization
work role stressors - job ambiguity, lack of control, physical work conditions, interpersonal stress, emotional labor, etc.
dispositional sources (individual diff.)
type A behavior: personality that is driven, competitive, impatient, and hostile
susceptibility to stress v. hardiness: people with “hardiness” are more resistant to stress
self-efficacy: lack of “can do” mentality, reliance on external factors for explaining failures
individual coping strategies
exercise and diet plans, meditation, time management, vacations, cognitive restructuring, etc.
organizational coping strategies
improve training and orientation programs, increase employee autonomy, eliminate punitive management, improve person-job fit, etc.
stressful life events
events that can threaten a person’s identity, social status, physical well-being or self esteem
characteristics of effective groups
- shared goals
- agreed upon decision-making guidelines and procedures
- communicate freely
- help each other
- deal with intergroup conflict
- group processes
stages of team development
- forming
- storming: seeing how other people doing things often leads to conflict
- norming: conflict resolves, form norms in group
- performing
- adjourning
common types of team
- functional teams: work together daily on a cluster of ongoing and interdependent tasks
- problem- solving teams: focus on specific issues, develop potential solutions, and often take action
- cross-functional teams: bring together people from various work areas to identify and solve mutual problems
- self-managed teams: work together to produce an entire product or service
team member roles and behaviors
- group task: getting job done
- group building: interpersonal relations
- self-centered: satisfying personal goals
groupthink
consensus decision making at all costs
- occurs when there is too much compliance and cohesiveness in group
- people go along with the group instead of thinking critically
- tend to make decisions faster
- people withhold dissenting opinions
- illusion of invulnerability
- illusion of unanimity
some influences on team effectiveness
- team/ group size: as time size increases so does demand, direction, member tolerance, rules/ procedures, time, etc.
2: norms: formal or informal rules about appropriate behavior for group members - cohesiveness: amount of degree of attraction among group members
effective team decision making
- greater diversity of info is important
- acceptance of decisions is crucial
- participation is important for reinforcing the values of representation v. authoritarianism
- team members rely on each other in performing their jobs
