Exam 3 Review Sheet Chapters 12 14 16 Chapter 12 particular task ular task itself Motivation Psychological processes that arouse and direct goal directed behavior your search for ways to satisfy the need Extrinsic Rewards the payoff a person receives from others for performing a Intrinsic Rewards the satisfaction a person receives from performing the partic Question Slide 12 6 Answer A an intrinsic reward Hierarchy of Needs 5 Levels Figure 12 2 What are the 5 components Self Actualization Esteem Love Safety Physiological ERG Theory assumes that three basic needs influence behavior existence related ness and growth Existence desire for physiological material well being Relatedness desire to have meaningful relationships with people who are sig Growth desire to grow as human beings and to use our abilities to their fullest nificant to us potential Acquired Needs Theory 3 three needs achievement affiliation power are major motives determining people s behavior in the workplace Achievement desire to achieve excellence in challenging tasks Affiliation desire for friendly and warm relations with other people Power desire to be responsible for or control other people Want these three to be well balanced Question Slide 12 15 Answer A high need for achievement Two Factor Theory Proposes work satisfaction and dissatisfaction arise from two dif ferent factors work satisfaction motivating factors and dissatisfaction hygiene factors Hygiene factors factors associated with job dissatisfaction which affect the job context in which people work Motivating factors factors associated with job satisfaction which affects the job content or the rewards of work performance Two step process Eliminate hygiene factors Then go on and truly motivate someone Equity Theory motivation based on how fairly you are treated compared to another employee Inputs Outputs Comparison My inputs compared with other employees inputs My outputs compared with other employees outputs How does it seem the ratio of my inputs and outputs compares with the ra tio of theirs Are they fair or unfair Practical Lessons from Equity Theory 1 2 3 Employee perceptions are what count Employee participation helps Having an appeal process helps Expectancy Theory motivated by two things 3 Levels 1 2 How much they want it How likely they think they are to get it Expectancy belief that a particular level of effort will lead to a particular level of Instrumentality expectation that successful performance will lead to the desired Valence the value a worker assigns to an outcome performance outcome Goal setting theory Goals should be 1 Specific Job Design division of an organization s work among its employees and the ap plication of motivational theories to jobs to increase satisfaction and performance 2 3 4 Challenging Achievable Linked to action plans Job design perspectives Job simplification Job enlargement Job enrichment Question Slide 12 27 Answer B job rotation Job Characteristic Model Five Core Job Characteristics Skill Variety Task Identity Task Significance Autonomy Feedback Three Physiological States Experienced meaningfulness of work Experienced responsibility for work outcomes Knowledge of actual results of the work Work Outcomes High Work motivation High Work Performance High Work Satisfaction Low absenteeism turnover Contingency Factors Knowledge skill Desire for personal growth Context satisfactions Reinforcement Theory 4 Types attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated whereas behavior with negative consequences tends not to be repeated Positive Reinforcement use of positive consequences to encourage desirable Negative Reinforcement removal of unpleasant consequences following a de Extinction withholding or withdrawal of positive rewards for desirable behavior so that behavior is less likely to occur Punishment application of negative consequences to stop or change undesir behavior sired behavior able behavior Question Slide 12 31 Answer B negative reinforcement How to Reinforce Positive Reinforcement Only reward good behavior 1 Give rewards as soon as possible 2 Clarify about what behavior is desired 3 Have different rewards and recognize individual differences 4 Popular Incentive Compensation Plans Monetary Piece Rate Sales commission Bonuses Profit sharing Gainsharing Stock Options Pay for knowledge Non monetary Rewards Flexible Workplace Thoughtfulness Work life benefits Surroundings Skill building educational opportunities Sabbaticals Job sharing Work from home 4 Day work week 4 10hr days Chapter 14 Leadership ability to influence employees to voluntarily pursue organizational gains Management coping with complexity Leadership coping with change Being a Manager Coping with Complexity Determine what needs to be done Planning Budgeting Creating arrangements of people to accomplish an agenda Organizing Staffing Ensuring people do their jobs Controlling Problem Solving Being a Leader Coping with Change Determine what needs to be done Setting a direction Creating arrangements of people to accomplish an agenda Aligning people Ensuring people do their jobs Motivating Inspiring 5 Sources of Power 1 2 3 4 5 Legitimate Power result of managers formal positions within the organization Reward Power result of managers authority to reward their subordinates Coercive Power result of managers authority to punish their subordinates Expert Power result of one s specialized information or expertise Referent Power derived from one s personal attraction Tactics for Influencing Others Rational Persuasion Inspirational Appeals Consultation Ingratiating Tactics Personal Appeals Exchange Tactics Coalition Tactics Pressure Tactics Legitimating Tactics the effectiveness of leaders used by effective leaders Full Range Approaches Four Additional Perspectives Approaches to Leadership Table 14 1 Trait Approaches attempt to identify distinctive characteristics that account for Behavioral Approaches approaches attempt to determine the distinctive style Contingency Approaches determines if a leader s style is task oriented or rela tionship oriented and if that style is effective for the situation at hand Leader Member Exchange LMX emphasizes that leaders have different sorts of relationships with different subordinates people share responsibility for leading Shared Leadership simultaneous ongoing mutual influence process in which Greenleaf s Servant Leadership focuses on providing
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