Exam 2 K F Chapter 6 Study Guide Motivation Needs Job Design and Satisfaction Fundamentals of Employee Motivation Motivation comes from Latin word movere which means to move Motivation those psychological processes that cause the arousal direction and persistence of voluntary actions that are goal desired Integrated Model of Motivation o 2 key factors personal and contextual personal personality ability core self evaluations emotions attitudes needs contextual organizational culture cross cultural values job design physical environment rewards and reinforcement group norms communication technology leader behavior needs are psychological or physiological deficiencies that arouse behavior organizational design Need theories of motivation key personal factor Maslow s Need Hierarchy Theory strict hierarchy five basic needs physiological safety love esteem and self actualization managers are more likely to fuel employee motivation by offering benefits and rewards that meet individual needs McClelland s Need Theory three needs need for achievement need to accomplish something difficult need for affiliation prefer to spend time maintaining social relationships joining groups and wanted to be loved need for power reflects an individual s desire to influence coach teach or encourage others to achieve achievement people share 3 common characteristics 1 Preference for working on tasks of moderate difficulty 2 Prefer situations where performance depends on efforts not luck 3 Desire more feedback affiliation people are bad managers bc cant make decisions bc they care too much about other s feelings two faces of power good and bad mcclellands 3 managerial implications organizations should consider the benefits of providing achievement training for employees achievement affiliation and power needs can be considered during the selection process for better placement important to balance above recommendations with downside of high achievement cheating Motivating Employees through Job Design Job design any set of activities that involves the alteration of specific jobs or interdependent system of jobs with the intent of improving the quality of employee job experience and their on the job productivity Top down approach management is responsible for creating efficient and meaningful tasks Scientific management the kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation experiment or reasoning Job enlargement involves putting more variety into a worker s job by combining specialized tasks of comparable difficulty Job rotation calls for moving employees from one specialized job to another Job enrichment entails modifying a job such that an employee has the opportunity to experience achievement recognition stimulating work responsibility and advancement the task related to Herzberg s motivator hygiene theory job satisfaction was related to outcomes associated with the content of motivators factors that lead to satisfaction each was associated with good performance and strong effort motivators achievement recognition characteristic of the work responsibility and advancement hygiene factors job dissatisfaction not motivators company policy and administration technical supervision salary interpersonal relations with supervisor working conditions Horizontal loading tasks of similar difficulty vertical loading gives workers more autonomy and responsibility intrinsic motivation occurs when an individual is turned on to one s work because of the positive internal feelings that are generated by doing well rather than being dependent on external factors such as pay for the motivation to work effectively core job characteristics common characteristics found to a varying degree in all o skill variety autonomy feedback task identity task jobs significance Bottom up driven by employees relational boundaries of their work Job crafting the physical and cognitive changes individuals make in the task or Idiosyncratic deals employment terms individuals negotiate for themselves taking myriad forms from flexible schedules to career development Employee engagement the harnessing of organization members selves to their work roles in engagement people employ and express themselves physically cognitively and emotionally during role performance PE Fit defined as the compatibility b t an individual and a work environment that occurs when their characteristics are well matched Job satisfaction an affective or emotional response toward various facets of one job Value attainment satisfaction results from the perception that a job allows for fulfillment of an individual s important work values Organizational Citizenship Behavior OCB employee behaviors that are beyond the call of duty Withdrawal cognitions represent an individual s overall thoughts and feelings Dual career ladder career development plan that allows upward mobility for employees w o requiring that they move to supervisory or managerial positions Counterproductive work behaviors CWBs types of behaviors that harm employees shareholders customers organization as a whole K F Chapter 7 Motivation II Equity Expectancy and Goal Setting i I Introduction a Michelle Rhee former chancellor of Washington D C schools attempted to implement components of several motivational theories in order to increase teacher performances In her 3 year tenure a third of the principals turned over and she fired about 400 teachers for poor performance b Adam s Equity Theory of Motivation a Equity theory a model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships i Based on cognitive dissonance theory 1 Cognitive dissonance people are motivated to maintain consistency between their cognitive beliefs and their behavior a Perceived inconsistencies create cognitive dissonance psychological discomfort which in turn motivates corrective action b The Individual Organization Exchange Relationship i Two primary components involved in the employee employer exchange 1 Inputs a An employee s inputs for which he or she expects a just return b Education training c Skills d Creativity e Seniority f Age g Personality traits h Effort expended i Personal appearance 2 Outcomes a Organization provides b Pay bonuses c Medical benefits d Challenging assignments e Job security f Promotion g Status symbols h Recognition i c Negative and Positive Inequity Participation
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