OB Exam 2 Study Guide MOTIVATION Definition Broken Down Set of energetic forces internal sense of purpose external goals incentives that originates from employee initiates work related effort and determines direction WHAT employees do intensity HOW HARD they work and persistence for HOW LONG Motivate employees through engagement o High intensity and persistence o Outward to get job done o Inward focus attention Expectancy Theory Process in which employee makes choices among Expectancy voluntary responses o Probability ranging from 0 1 o E P high effort leads to successful performance o Self efficacy has capabilities to execute behavior kind of like self confidence to a task Past accomplishments Vicarious experiences observing others who Verbal persuasion persuading they can get Emotional cues the way they feel can bolster have performed the task the job done confidence levels o P O successful performance leads to outcome o Probability ranging from 0 1 o Something is instrumental when it helps attain something else Instrumentality Valence o Value of outcome o Positive I would prefer having satisfies needs o Negative I would prefer not having o Zero numb to outcome o Extrinsic motivation controlled by event based on o Intrinsic motivation task performance serves its o Pay is a powerful motivator task performance bonuses promotions praise own reward enjoyment interestingness Meaning of money degree to which they view money as having symbolic not just economic value 3 dimensions achievement respect freedom Younger employees less likely to view money in a positive light Motivational Force formula o Expectation x Sum of Instrumentality x Valence o Equals zero if any three of these equal zero Goal Setting Theory Goals objectives to attain something specific are Specific and difficult goals higher levels of drivers of intensity and persistence effort performance o Gives people a measuring stick that can help them determine how hard and long they need to work o Intensity and persistence maximized Self set goals internal goals used to monitor own task performance o Intensity of effort increased o Persistence of effort extended o Trigger task strategies learning plans to achieve performance 3 Goal Variables o feedback updates employee progress o task complexity complication of task o goal commitment determination to meet goal o Specific Measurable Achievable Result Based Managers trained to identify S M A R T goals Time Sensitive Equity Theory Motivation based on what happens to other people Create mental ledger of outcomes Outcome ratio outcome input Equity your ratio of outcomes equals another Underreward Inequity your outcome ratio others o Causes emotional distress anger or envy o Restore balance by talking to boss stealing from company or shrink inputs by lowering intensity or persistence Overreward Inequity your outcome ratio others o Causes emotional distress guilt or anxiety o Restore balance by shrinking outcomes or growing inputs through high quality work or cognitive distortion mental balance restoration no behavioral change Internal comparison employees within same co External comparison employees in different companies o May shift frame of reference Psychological Empowerment Intrinsic motivation that says work tasks contribute to some larger purpose 4 important aspects o meaningfulness value of work or goal non meaningful tasks brings sense of sense of meaningfulness through ability to emptiness express idealism and passion without criticism o self determination sense of choice of work tasts allows employees to pursue activities they managers delegate work tasks by trusting find interesting employees to come up with own approach to tasks in turn earning trust of boss o Competence capability to perform work task Identical to self efficacy Brings sense of pride to employees Managers provide opportunities for training o Impact sense that persons action makes a diff and knowledge gain Managers celebrate milestones along the journey Why Are Some Employees More Motivated Than Others Unmotivated employees lack confidence May feel that performance is not properly rewarded Work isn t challenging or intrinsically rewarding Motivation has a STRONG POSITIVE effect on Job Perf Motivation has a MODERATE POSITIVE effect on Org TRUST JUSTICE AND ETHICS Willingness to be vulnerable to a trustee based on Not to be confused with risk which is actually being 3 types positive expectations about their actions and intentions vulnerable in others o Disposition personality traits cause general trust Trustor high in trust propensity others can Faith in human nature Trust propensity most obvious in interactions be relied upon with strangers Correlations Com Trust o Affect feelings toward authority emotional Trusting someone because you like them Oxytocin chemical causing brain to be more Both parties would feel sense of loss if o Cognition gain knowledge to trust authority trusting relationship dissolved of a trustee that inspire trust Trustworthiness characteristics or attributes Trust gained by authority s track record 3 dimensions o Ability areas of expertise of authority o Benevolence authority wants to do Authorities care for employees Good intentions Strong moral character Keep their promises o Integrity authority adheres to values good for trustor Justice Reflects perceived fairness of authority s decisions Observable behavioral evidence 4 types o Distributive fairness of decision making outcomes Are outcomes allocated using proper norms Equity norm more outcomes allocated to o Procedural fairness of decision making process those who contribute more inputs Voice employees express opinions Correctability employees appeal if procedure Consistency stay the same over time Bias suppression must remain neutral Representativeness consider need of all Accuracy based on true information Tends to be a stronger driver of reactions to seems to have been worked ineffectively groups authorities than distributive justice o Interpersonal fairness of treatment to employees Respect treat employees sincerely Propriety refraining from improper remarks Unjust actions cause abusive supervision hostile verbal and nonverbal actions excluding physical contact Counterproductive behavior likely if unjust actions occur Unjust actions damaging because people remember unfair acts more than fair ones o Informational fairness of communications provided to employees by authorities thoroughly Justification procedures explained
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