Exam # 2 Study Guide Chapters: 5-8Chapter 5: Foundations of Employee MotivationMotivation: forces that affect direction, intensity and persistence in voluntary behaviorEmployee Engagement: individual cognitive and emotional motivation. Motivate to accomplish goals. High self-efficacy.Drives/needs: Drives are hardwired characteristics in the brain that maintain equilibrium that energizes individuals by producing emotions. Needs are goal directed.Prime movers of behavior activate these emotions.Maslow’s needs hierarchy theory: lowest unmet need is strongest, when one is accomplished the following become best motivator is needs. It is not universal to everyone.Maslow’s contribution to Motivation: Holistic perspective: multiple needs Humanistic perspective: social dynamicsPositive perspective: growth needs, foundation of positive organizational behaviorPositive OB: focusing on positives rather than negatives one will improve success rate and well being. Four drive theory: motivational theory based on innate drives to bond and learn, involves emotions. Usually unconscious and require a set skill set that needs goal directed behavior.Drive to acquire: goes beyond food/shelter, need to seek, control and gain experiencesdrive to bond: to form relationships and commitments with anotherdrive to comprehend: seek new knowledge, go into the unknown, observe worlddrive to defend: protect ourselves and those we care about Expectancy theory: work effort that is directed toward the idea of doing the best you can do that results in their desired outcomeE-to-P expectancy: idea that his/her effort will result in a certain level of performance. Extremes, no effort= no outcome. Highest effort=desired outcome.P-to-O expectancy: probability that behavior and performance level will result in a particular outcome. Outcome Valences: anticipated feeling about outcomeSocial cognitive theory: explains how motivation and learning occur and anticipates consequences of behavior.learning behavior outcomesManagement 3600behavior modeling self-regulation: set goals, standards and reinforce our behavior. Goal setting: for it to be effective (SMARTER) specific, measurable, achievable, relevant, time framed, exciting, and reviewed. Balanced scorecard: goal setting and reward system at the organizational level.What are the benefits to Strengths-based coaching?Emphasizes strengths rather then weaknesses, and people usually respond better to their strengths not their flawsDistributive justice/Procedural justice:Distributive: fairness in outcomes relative to efforts put in and the outcomes of the efforts of what someone else put in.Procedural: fairness of procedure used to decide the distribution of goods.Chapter 6: Applied Performance PracticesAdvantages/disadvantages to job-status based rewardsadvantages: fair and motivates for competition between employees for a promotion.disadvantages: hierarchy, employees may exaggerate duties and keep a stockpile of resources from other employeesCompetency-based rewards: can be subjective, have higher training cost but it allows for more flexible work and higher quality. broad competency-based pay bands: employees are paid more by displaying more abilities and knowledgeskill-based pay: more skillful one is, the more they are paid. Job specialization: dividing work into separate jobs, each job needs a specific set of skills.scientific management: created by Frederick Taylor. Popularized goal setting, work incentives and training. Benefits for Job rotation: reduces repetitive injury, allows for multitasking and reduces boredomat work. However, one must be able to have the skills of all jobs instead of just one.Job enrichment: increases responsibility among employees for planning and coordinating work. Also allows them to establish client relationships.Dimensions of empowerment: self-determination, meaning, competence and impact.Self-leadership: establishing self-motivation to complete a set of tasks or goals. Elements of self-leadership: personal goal setting, constructive thought patterns, natural rewards, self-monitoring, self-reinforcementYou can predict the level of success at self-leadership by individual factors (positive self-evaluation, higher levels of conscientiousness) and organizational factors (job autonomy, leadership)Chapter 7: Decision Making and CreativityRational choice paradigm: effective decision makers: select and apply best alternative. Subjective expected utility: maximizationdecision making process: stages of decision making (identify, chose, discover, select, implement and evaluate.)Five problem identification challenges: stakeholder framing, leadership, solution-focused problems, defense and mental models.Influenced by emotional and mental biases. Bounded rationality: people are bound by their decision-making abilitiesAnchoring and adjustment heuristic: natural tendency for people to be influenced by anchor point. They feel like they are stuck to that point. Availability heuristic: tendency to assign higher probabilities to events that are easy to recall from memory. Affected by emotional responses.Representativeness heuristic: tendency to evaluate events/objects to things they resemble. Satisficing- alternative that is “good enough”Why don’t people try to select choice with highest value? Because they lack motivation or ability to accomplish feat, or satisficing, they avoid decision, over simplify. Emotions/moods: emotions from preferences before we evaluate choices, moods and emotionseffect decision process.Intuitive decision-making: to know when a problem or opportunity exists and select the best possible course without evaluating decision. Gut feeling, no emotional decisions or thoughts.Confirmation bias: forget/downplay alternatives that were rejected. Escalation of commitment: repeating a bad decision.Creativity: development of original ideas characteristics of creative people: independent, cognitive and practical intelligence, knowledge or experience and persistence.Creative process model: preparation (understand problem), incubation (reflective thought), illumination (sudden awareness) and verification (evaluation).Levels of Employee Involvement:high: employees have a lot of responsibilities regarding the decision-making processMedium-high: hear a problem and develop solutions/recommendationsMedium-low: hear a problem then are asked for information about the problemLow: asked for information but problem is never described. Contingencies