I.O. - Decision-Making /Motivation Flashcards
Rational-Economic Model
-decision maker chooses the optimal alternative after identifying and evaluating all possible alternatives
Bounded Rationality Model
-recognizing that rational decision making is limited by many factors both organization and decision maker.
-people often “satisfice” when making decision, by considering alternatives only until one meets minimum standards.
(Group will look for a solution until they find one that is “good enough” - aka satisfice, and will then choose that. They do not consider all options).
Hull- Driver Reduction Theory
Humans are driven to maintain a state of equilibrium
When experiencing disequilibrium, people engage in corrective behaviors.
When behavior is reinforced by satisfying a need, it becomes a habit.
McClelland - Acquired Needs Theory
Needs shaped by early experience
3 types
- Achievement
-motivated by success
-moderate difficulty in task and risk
-assumes personal responsibility
-doesn’t delegate - Power
-motivated by opportunities to control
-gain status - Affiliation
-high need to be liked and accepted
-motivated by chances to form relationships
Maslow- Needs Hierarchy Theory
- Physical
- Safety/security
- Social
- Self-esteem
- Self-actualization (never completely satisfied)
Herzberg - Two Factor Theory
Satisfactions & motivation
Dissatisfaction
- Hygiene Factors (job context factors)
-pay
-benefits
-working conditions
*When low = dissatisfaction
*High quality = does not affect satisfaction or motivation - Motivator Factors (Job Content Factors)
-Opportunity
-Responsibility
-Challenge
*High = satisfaction & motivation
*Low = doesn’t affect dissatisfaction
Job Enrichment
-provides motivating factors (more responsibility)
-effects depend on workers traits.
-younger and more educated workers are more likely to benefit.
Job Enlargement
-adding new tasks to job
-decreases boredom
-doesn’t effect motivation or satisfaction
Adam - Equity Theory
-motivation linked to social comparison and processes that workers compare their own in-put & outcome to their coworkers.
When in-put / outcome ratio are similar, workers experience a state of equity and maintain performance levels
Overpayment = in-put / outcome ration is less than that of others (overpaying)
-no change in behavior
*Underpayment= in-put/ outcome ratio is more than that of others (underpaying).
-motivation decreases and so does quality and quantity of work.
Vroom- Expectancy Theory
Motivation is result of:
- Expectancy
-effort will result in successful performance - Instrumentality
-successful performance will result in specific outcomes - Valence
-value of outcomes will be desirable and positive
*motivation is high when all 3 are high
Latham- Goal-Setting Theory
Most important contributor to a workers motivation to achieve goals is the worker acceptance and commitment to those goals.
Maximize goals = moderately difficult and provided with feedback.
*employee participation is not necessary to set goals
*employee participation is beneficial when work
has high need or goals.
*When worker makes goals = more difficult
*group goals = better performance than individual goals when task needs high and degree of interwork dependence.
*group goals alone are as effective as group goals and individual goals combined.
“A supervisee’s participation in setting goals is not always necessary for his/her commitment to goals but is important when a supervisee is not likely to accept assigned goals.”
Programmed decisions
Repetitive and routine and are governed by rules, policies, and procedures.
(A new order of a supply is sent out every month to ensure the company is fully stocked)
Nonprogrammed decisions
Non-repetitive and complex and rely on the decision-maker’s judgment and problem-solving skills
A person with an allocentric personality is?
group centered
A person with an idiocentric personality is
self-centered
Hackman & Oldham - Job Characteristic Model
Jobs vary with regard to 5 core job characteristics
- Skill variety
- Task identity
- Task significants
- Autonomy
- Feedback
*These characteristics are effected by 3 psychological states:
- Workers experience the job as “meaningful”
- Workers feel responsible for outcomes
- Workers have knowledge of the results
*These psychological states have positive interactions with satisfaction and motivation.
Job outcomes depend on Growth-Need - Strengths
High GNS = seek higher order needs / more likely to be positively affected by a job that provides 5 core characteristics.
People low in self-monitoring rely on
their own attitudes, beliefs, and feelings to determine how to act in social situations and, therefore, act similarly in different social situations.