IO Part 3

Question 1

▪ comes from Latin word movere means to move. It is a process of understanding what causes the behavior and WHY. A state or a condition that activates person’s thoughts, feelings, and actions in accomplishing a particular task. It is a dynamic process.

Answer 1

MOTIVATION

Question 2

• (Vroom) assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee’s performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a person’s motivation.

Answer 2

EXPECTANCY THEORY

Question 3

– Subjective estimation that a certain level of performance could lead to desired outcomes. (rel. between effort and performance

Answer 3

Expectancy

Question 4

• Subjective perceptions of a good performance could lead to a desired outcome. (rel. between performance and outcome [

Answer 4

Instrumentality

Question 5

• Value attaches to the outcome. (reward and personal goals

Answer 5

Valence

Question 6

REINFORCEMENT THEORY

– positive behavior followed by positive consequences.

Answer 6

Positive Reinforcement

Question 7

REINFORCEMENT THEORY

– positive behavior followed by removal of negative consequences.

Answer 7

Negative Reinforcement

Question 8

REINFORCEMENT THEORY

– negative behavior followed by negative consequences.

Answer 8

Punishment

Question 9

REINFORCEMENT THEORY

– negative behavior followed by removal of positive consequences.

Answer 9

Extinction

Question 10

The crux of the theory is that individuals’ most basic needs must be met before they become motivated to achieve higher level needs.
▪ The hierarchy is made up of 5 levels:
- 1) – these needs must be met in order for a person to survive, such as food, water and shelter.
- 2) – including personal and financial security and health and wellbeing.
- 3) – the need for friendships, relationships and family.
- 4) – the need to feel confident and be respected by others.
- 5) – the desire to achieve everything you possibly can and become the most that you can be.

Answer 10

MASLOW’S HIERARCHY OF NEEDS

Physiological

Safety

Love/belonging

Esteem

Self-actualization

Question 11

• (McClelland) Power, Affiliation, and Achievement.

Answer 11

Need Theory

Question 12

• Inputs - effort on work
• Outputs - Reward for work

Answer 12

Equity Theory

Question 13

▪ Self-Actualization Needs + Esteem Needs = Growth Needs
▪ Esteem Needs + Social Needs = Relatedness Needs
▪ Safety and Security Needs + Physiological Needs = Existence Needs

Answer 13

ERG THEORY (Alderfer)

Question 14

• The idea that a manager’s attitude has an impact on employee motivation was originally proposed by Douglas McGregor, a management professor at the Massachusetts Institute of Technology during the 1950s and 1960s.
  ▪ 1) - managers tend to take a pessimistic view of their people, and assume that they are naturally unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded, or punished constantly to make sure that they complete their tasks.
  ▪2) - managers have an optimistic, positive opinion of their people, and they use a decentralized, participative management style. This encourages a more collaborative, trust based relationship between managers and their team members.

Answer 14

THEORY X AND Y

Theory X

Theory Y

Question 15

was invented by the American economist and management professor William Ouchi,

was introduced in the 1980s by William Ouchi as the Japanese consensus style. He argued that western organizations could learn from their Japanese counterparts. In 1981 William Ouchi, of Japanese heritage, wrote his book ____: How American Business can meet the Japanese Challenge. ‘According to Ouchi, the ___ promotes stable employment, high productivity and high morality and employee satisfaction. The loyalty of employees is increased by offering them a job for life with a strong focus on employee well-being both on the job as well as in their private lives.

Answer 15

Theory Z

Question 16

Was first described by Henry A. Landsberger in 1950 who noticed a tendency for some people to work harder and perform better when they were being observed by researchers.
▪ Employees became motivated to work harder as a response to the attention being paid to them, rather than the actual physical changes themselves.

Answer 16

Hawthorne Effect

Question 17

– proposed by Herzberg
▪ _____ – are those job-related elements that result from but do not involve the job itself. Pay, Benefits, Friends, Colleagues, Supervisor, Working Conditions, Security, and Company Policies.
- Poor___ decrease employee job satisfaction
▪ _____ – are job elements that do concern actual tasks and duties. Achievement, Recognition, Responsibility, Advancement, and Growth.
- ____ increase employee job satisfaction.

Answer 17

Two-factor Theory

Hygiene Factors

Motivators

Question 18

Researchers have found four individual differences that are most related to work motivation: 1) , 2) 3) 4)

Answer 18

personality

self-esteem ,

an intrinsic motivation tendency

and need for achievement.

Question 19

– The positive or negative way in which a person views him or herself in a particular situation.

Answer 19

Situational Self-Esteem

Question 20

• there is a positive correlation between self-esteem and performance. If ____ is true, we should find that employees with high self-esteem are more motivated, perform better, and rate their own performance as being higher than employees with low self-esteem.

Answer 20

KORMAN’S CONSISTENCY THEORY

Question 21

• is the extent to which a person views himself as valuable and worthy.

Answer 21

Self-Esteem

Question 22

– The positive or negative way in which a person views himself or herself as a whole.

Answer 22

Chronic Self-Esteem

Question 23

– The positive or negative way in which a person views him or herself based on the expectations of others.

Answer 23

Socially influenced Self-Esteem

Question 23

– The idea that people behave in ways consistent with their self-image.

Answer 23

Self-Fulfilling prophecy

Question 24

– When high self-expectations result in higher levels of performance.

Answer 24

Galatea Effect

Question 25

3 BROAD METHODS OF DELIVERING THE TRAINING

is informal training by experienced peers and supervisors that occurs on the job and during job tasks (DeRouin et al., 2005).

Answer 25

On the Job

Question 25

– When negative expectations of an individual cause a decrease in that individual’s performance.

Answer 25

Golem Effect

Question 26

– The idea that if people believe that something is true, they will act in a manner consistent with that belief

Answer 26

Pygmalion Effect

Question 27

3 BROAD METHODS OF DELIVERING THE TRAINING

– One disadvantage of traditional ____ instruction is that all employees must be taught at the same pace and in the same location

Answer 27

Classroom

Question 28

3 BROAD METHODS OF DELIVERING THE TRAINING

– Thus, to allow employees to learn material at their own pace, at a time and place that is convenient to them, many organizations are using some form of ____

Answer 28

Distance Learning

Question 29

After training has been delivered, ensuring the transfer of training is the next important thing.

1) – the extent to which behavior learned in training will be performed on the job. The following are the ways to ensure this:
▪ Use realistic training programs
▪ Have opportunities to practice work-related behavior during the training. (ex: learn CPR)
▪ Provide with opportunity to apply their training
▪ Ensure management is supportive of the training
▪ Have employees set goals

Answer 29

Transfer of Training

Question 30

There are six levels at which training effectiveness can be measured:
1)
2) – A method of evaluating training in which employees are asked their opinions of a training program.
3)– Evaluating the Effectiveness of a training program by measuring how much employees learned from it.
4) - Measurement of the effectiveness of training by determining the extent to which employees apply the material taught in a training program.
▪5) Method of evaluating the effectiveness of training by determining whether the goals of the training were met
6) – The amount of money an organization makes after subtracting the cost of training or other interventions.

Answer 30

1) Content validity

2) Employee Reactions

3) Employee Learning

4) Application of training

5) Business Impact

6) Return on Investment

Question 31

– is a result when demands is placed and experienced by an individual that causes unusual physical, psychological and / or emotional responses. Therefore, __ is the physiological and psychological responses to situations or events that disturb the equilibrium (Strickland, 2001).

Answer 31

Stress

Question 32

– are simply referring to any events or situations that cause stress. ____ can be in the form of everyday hassles (e.g. traffic jams, assignments and projects deadline); life events (death of family, divorce, chronic illness, job loss); and to serious sources (e.g. threat of nuclear war and the pandemic like the Covid-19).

Answer 32

Stressors

Question 33

SOURCES OF STRESS

– These are nonwork issues as family and intimate relationships, marriage, divorce, health issues, financial problems, and raising children. Difficult and angry people are also sources of stress because of the conflict they cause in our personal and work lives. In addition, having to deal with life’s changes can be enormously stressful. In fact, many stressors can be considered as our reaction to change, whether the change is moving to a new home, ending or beginning a new relationship, or changing ourselves

Answer 33

Personal Stressors

Question 34

SOURCES OF STRESS

• can be grouped under two broad categories: job characteristics (role conflict, role ambiguity, and role overload) and organizational (person-organization fit, organizational rules and policies, supervisory relationships, and organizational change) characteristics (Cordes & Dougherty, 1993).

Answer 34

Occupational stressors

Question 35

SOURCES OF STRESS

– Shift work, moonlighting

Answer 35

Stress caused by Work Schedules

Question 36

TYPES OF PROBLEMM EMPLOYEE BEHAVIORS

– refers to the action of an individual who habitually reveals personal or sensational information about others, whether factual or not.

Answer 36

Gossiping

Question 36

SOURCES OF STRESS

– Minor Frustration, forecasting, residual stress.

Answer 36

Other sources of stress

Question 37

TYPES OF PROBLEMM EMPLOYEE BEHAVIORS

• Includes engaging in rude, disrespectful speech or behaviors and physical intimidation, such as making insulting and demeaning statements; using angry, hostile tones; berating staff and colleagues in front of others; and shouting, throwing things or slamming doors when displeased.
• Often directed at anyone the employee disagrees with or is agitated by

Answer 37

Displaying general incivility/insolence

Question 38

TYPES OF PROBLEMM EMPLOYEE BEHAVIORS

• Refers to an employee’s intentional refusal to obey an employer’s lawful and reasonable orders

Can manifest as a single event worthy of discipline or termination or as a series of lesser events that work to undermine a supervisor’s authority over time.

Answer 38

Exhibiting Insubordination

Question 39

TYPES OF PROBLEMM EMPLOYEE BEHAVIORS

• Certainly can include uncivil behaviors.
• Can also use less visible means of harming other employees, such as social isolation, condescending or contemptuous communications, and manipulation - often directed at specific individuals, characterized by persistent abusive and intimidating behavior or unfair actions causing the recipient to feel threatened, abused, humiliated, or vulnerable
• Is about having power over someone else— often a direct report, but also anyone who may seem weaker to the bully

Answer 39

Bullying

Question 40

HR’S ROLE
▪ HR professionals can play an integral role in providing guidance and training to managers with difficult employees.
Page 17 of 20
▪ HR should adopt the role of business partner and help managers look at the presenting issue and uncover the underlying issue.
▪ A critical step is getting the manager to recognize that a problem exists. HR professionals can assist managers in identifying problems and strategizing possible solutions.
▪ Employees should ensure that conflicts are resolved early on as part of an overall organizational strategy to prevent workplace violence from occurring.

Answer 40

HR’S ROLE
▪ HR professionals can play an integral role in providing guidance and training to managers with difficult employees.
Page 17 of 20
▪ HR should adopt the role of business partner and help managers look at the presenting issue and uncover the underlying issue.
▪ A critical step is getting the manager to recognize that a problem exists. HR professionals can assist managers in identifying problems and strategizing possible solutions.
▪ Employees should ensure that conflicts are resolved early on as part of an overall organizational strategy to prevent workplace violence from occurring.

Question 41

STRATEGIES FOR DEALING WITH DIFFICULT EMPLOYEES AND DISRUPTIVE BEHAVIORS
▪ Train
▪ Take notice and listen
▪ Provide honest feedback
▪ Document and follow disciplinary policies

Answer 41

STRATEGIES FOR DEALING WITH DIFFICULT EMPLOYEES AND DISRUPTIVE BEHAVIORS
▪ Train
▪ Take notice and listen
▪ Provide honest feedback
▪ Document and follow disciplinary policies