Exam 3 Review Sheet - Chapters 12, 14, & 16Chapter 12Motivation - 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 particular taskIntrinsic Rewards - the satisfaction a person receives from performing the partic-ular task itselfQuestion Slide 12-6Answer: A(an intrinsic reward)Hierarchy of Needs (5 Levels) - Figure 12.2What are the 5 components?Self ActualizationEsteemLoveSafetyPhysiologicalERG Theory - assumes that three basic needs influence behavior-existence related-ness and growth Existence - desire for physiological & material well-beingRelatedness - desire to have meaningful relationships with people who are sig-nificant to usGrowth - desire to grow as human beings and to use our abilities to their fullest potentialAcquired Needs Theory (3) - three needs(achievement, affiliation, & power) are major motives determining people’s behavior in the workplaceAchievement - desire to achieve excellence in challenging tasksAffiliation - desire for friendly and warm relations with other peoplePower - desire to be responsible for or control other peopleWant these three to be “well-balanced”Question Slide 12-15Answer: 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 workMotivating factors - factors associated with job satisfaction which affects the job content or the rewards of work performanceTwo step process Eliminate hygiene factorsThen go on and truly motivate someoneEquity Theory - motivation based on how fairly you are treated compared to another employeeInputs, Outputs, & ComparisonMy inputs compared with other employees inputsMy outputs compared with other employees outputsHow 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. Employee perceptions are what count 2. Employee participation helps3. Having an appeal process helpsExpectancy Theory - motivated by two things 3 Levels1. How much they want it 2. How likely they think they are to get itExpectancy - belief that a particular level of effort will lead to a particular level of performanceInstrumentality - expectation that successful performance will lead to the desired outcomeValence - the value a worker assigns to an outcomeGoal-setting theoryGoals should be:1. Specific2. Challenging3. Achievable4. Linked to action plansJob design perspectivesJob Design - division of an organization’s work among its employees and the ap-plication of motivational theories to jobs to increase satisfaction and performanceJob simplificationJob enlargement Job enrichmentQuestion Slide 12-27Answer: B(job rotation)Job Characteristic Model - Five Core Job CharacteristicsSkill VarietyTask IdentityTask SignificanceAutonomyFeedbackThree Physiological StatesExperienced meaningfulness of workExperienced responsibility for work outcomesKnowledge of actual results of the workWork OutcomesHigh Work motivationHigh Work PerformanceHigh Work SatisfactionLow absenteeism & turnoverContingency FactorsKnowledge & skillDesire for personal growth Context satisfactionsReinforcement 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 repeatedPositive Reinforcement - use of positive consequences to encourage desirable behaviorNegative Reinforcement - removal of unpleasant consequences following a de-sired behaviorExtinction - withholding or withdrawal of positive rewards for desirable behavior so that behavior is less likely to occurPunishment - application of negative consequences to stop or change undesir-able behaviorQuestion Slide 12-31Answer: B(negative reinforcement)How to Reinforce (Positive Reinforcement)1. Only reward good behavior2. Give rewards as soon as possible3. Clarify about what behavior is desired4. Have different rewards and recognize individual differencesPopular Incentive Compensation Plans - MonetaryPiece RateSales commissionBonusesProfit-sharingGainsharingStock OptionsPay for knowledgeNon-monetary RewardsFlexible WorkplaceThoughtfulnessWork-life benefitsSurroundingsSkill-building & educational opportunitiesSabbaticalsJob sharingWork from home4 Day work week - 4 10hr daysChapter 14Leadership - ability to influence employees to voluntarily pursue organizational gainsManagement - coping with complexityLeadership - coping with changeBeing a Manager: Coping with ComplexityDetermine what needs to be done: Planning & BudgetingCreating arrangements of people to accomplish an agenda: Organizing & StaffingEnsuring people do their jobs: Controlling & Problem SolvingBeing a Leader: Coping with ChangeDetermine what needs to be done: Setting a directionCreating arrangements of people to accomplish an agenda: Aligning peopleEnsuring people do their jobs: Motivating & Inspiring5 Sources of Power1. Legitimate Power - result of managers’ formal positions within the organization2. Reward Power - result of managers’ authority to reward their subordinates3. Coercive Power - result of managers’ authority to punish their subordinates4. Expert Power - result of one’s specialized information or expertise5. Referent Power - derived from one’s personal attractionTactics for Influencing OthersRational PersuasionInspirational AppealsConsultationIngratiating TacticsPersonal AppealsExchange TacticsCoalition TacticsPressure TacticsLegitimating TacticsApproaches to Leadership - Table 14.1Trait Approaches - attempt to identify distinctive characteristics that account for the effectiveness of leadersBehavioral Approaches - approaches attempt to determine the distinctive style used by effective leadersContingency Approaches - determines if a leader’s style is task oriented or rela-tionship oriented and if that style is effective for the situation at handFull-Range ApproachesFour-Additional PerspectivesLeader-Member Exchange(LMX) - emphasizes that leaders have different sorts of relationships with different subordinatesShared-Leadership - simultaneous, ongoing, mutual influence process in which people share responsibility for
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