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Pharm Management Essentials > Topic 5 > Flashcards

Topic 5 Flashcards

1
Q

What is Adams’ Equity Theory?

A
  • In general, this theory is about fairness (the greater the inequity, the greater the tension)
  • It’s a comparison model about inputs and outcomes
  • Ip:Io
  • Op:Oo
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2
Q

Who contributed to Adams’ Equity Theory?

A
  • Homans: Distributive justice

- Festinger: Cognitive Dissonance

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3
Q

Adams’ Equity Theory: What is an Outcome?

A
  • Anything a person gets from a job or an organisation

- e.g. pay, job, security

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4
Q

Adams’ Equity Theory: What is an Input?

A
  • Anything a person contributes to his or her job or organisation
  • e.g. time, effort, skills
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5
Q

Adams’ Equity Theory: What Factors need to be considered when making equity comparisons?

A
  1. Person can increase his or her inputs
  2. Person can attempt to decrease his or her inputs
  3. Person can attempt to increase/decrease his or her outcomes
  4. Leave the field
  5. Person can psychologically distort his or her inputs and outcomes
  6. Person can psychologically distort the inputs or outcomes or outcomes of comparison other
  7. Change comparison other
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6
Q

Adams’ Equity Theory: What are the practical implications of this model?

A
  • Need to be aware of people feeling unfairly treated
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7
Q

Adams’ Equity Theory: What are the disadvantages of this model?

A

Not for everyone

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8
Q

Adams’ Equity Theory: What are the advantages of this model?

A

Works at any level, any organisation

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9
Q

List the 3 types of organisational justice

A
  • Distributive Justice
  • Procedural Justice
  • Interactional Justice
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10
Q

Organisational Justice: What is Distributive Justice?

A

The perceived fairness of how resources and rewards are distributed

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11
Q

Organisational Justice: What is Procedural Justice?

A

The perceived fairness of the process and procedure used to make allocation decisions

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12
Q

Organisational Justice: What is Interactional Justice?

A

Extent to which people feel fairly treated when procedures are implemented

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13
Q

What is Vroom’s Expectancy Theory?

What are the 2 factors that contribute to this theory?

A
  • Looks at processes involved in an organisation
  • Expectancy: E or E—-P(performance) Range 0—–1
  • Instrumentality: I or P—-O(performance leading to outcome) Range 0—–1
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14
Q

Vroom’s Expectancy Theory: What is the idea of range in expectancy?

A

How much you believe you can do a task that’s given to you

aka: probability

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15
Q

Vroom’s Expectancy Theory: What is the idea of instrumentality?

A

If you do the task that you’ve been asked to do for expectancy, do you get the reward that you’ve been promised

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16
Q

Vroom’s Expectancy Theory: What is the equation?

A

MF = Ɛ (E x I x V)

17
Q

Vroom’s Expectancy Theory: What are the Factors that Influence an Employee’s Expectancy Perception?

A
  • Self-esteem
  • Self-efficacy
  • Previous success at the task
  • Help received from a supervisor and subordinates
  • Information necessary to complete the task
  • Good materials and equipment to work with
18
Q

Vroom’s Expectancy Theory: What are Managerial Implications of Expectancy Model?

A
  • Determine outcomes employees value
  • Identify good performance so appropriate behaviours can be rewarded
  • Make sure employees can achieve target performance levels
  • Link desired outcomes to targeted levels of performance
  • Make sure changes in outcome are large enough to motivate high effort
  • Monitor reward system for inequities
19
Q

Vroom’s Expectancy Theory: What are advantages?

A
  • General
  • Predictable
  • Empirical
  • Individual differences
20
Q

Vroom’s Expectancy Theory: What are disadvantages?

A
  • Math, formula
  • Problems of measuring E, I, V
  • Limited to conscious behaviour
  • Too simple
  • Culturally specific
21
Q

Vroom’s Expectancy Theory: Expectancy Theory in Practice - Describe expectancy in this theory

A

Effort will result in a level of performance

22
Q

Vroom’s Expectancy Theory: Expectancy Theory in Practice - Describe instrumentality in this theory

A

Performance leads to outcomes

23
Q

Vroom’s Expectancy Theory: Expectancy Theory in Practice - Describe Valence in this theory

A

How desirable an outcome is to a person

24
Q

Vroom’s Expectancy Theory: Describe the relationship between Expectancy and Motivation

A

Motivation is highest when expectancy, instrumentality and valence levels are high

25
Q

Vroom’s Expectancy Theory: If E, I and V are low, what does this do to motivation?

A

Motivation will be low

26
Q

Locke’s Goal Setting Theory: What are the Mechanisms behind this theory?

A
  • Attention
  • Effort
  • Persistence
  • Strategies and action plans
27
Q

Locke’s Goal Setting Theory: What is the Basic Model?

A
  • Goal difficulty
  • Goal specificity

If goal is simple, people don’t put in the effort

28
Q

Locke’s Goal Setting Theory: What is the Expanded Model?

A
  • Goal acceptance and commitment
  • Organisational support
  • Individual ability
  • Intrinsic and extrinsic outcomes
29
Q

Locke’s Goal Setting Theory: List Insights from Goal Setting Research

A
  1. Difficult goals lead to higher performance
  2. Specific, difficult goals lead to higher performance for simple rather than complex tasks
  3. Feedback enhances the effect of specific, difficult goals
  4. Participative goals, assigned goals, and self-set goals are equally effective
  5. Goal commitment and monetary incentives affect goal-setting outcomes

Pharm Management Essentials (7 decks)

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