Motivation and Job Satisfaction: Goal Setting, Equity Theory, and Job Characteristics, Quizzes of Human Resource Management

Download Motivation and Job Satisfaction: Goal Setting, Equity Theory, and Job Characteristics and more Quizzes Human Resource Management in PDF only on Docsity! TERM 1 Pressure on many specific areas of HRM DEFINITION 1 Performance Management Compensation Retention TERM 2 Why do we care about why people do things? DEFINITION 2 if we know what people care for we can more easily get them to do it Motivated employees make companies perform better TERM 3 Process Theories DEFINITION 3 - focuses on how behavior change occurs Reinforcement Theory Expectancy Theory Goal Setting Theory Equity Theory TERM 4 Content Theories DEFINITION 4 emphasizes the reasons for motivated behavior Job Characteristics Theory Visionary Leadership Theory TERM 5 Motivation is the combined effect on behavior of three choices DEFINITION 5 Direction - the choice to expend effort on something - What do I want to achieve Intensity - the choice of the level of effort to expend- How badly do I want to achieve it? Persistence - the choice to persist at that level - What do I do in the face of adversity? TERM 6 Extrinsic Motivation DEFINITION 6 Do something to get a reward or to avoid punishment Good for production tasks TERM 7 Intrinsic Motivation DEFINITION 7 Do something because the activity itself is enjoyable Good for creativity tasks Meaningful work TERM 8 Two Most effective for sustained performance DEFINITION 8 Intrinsic motivation Extrinsic motivation TERM 9 What determines what we are motivated by? DEFINITION 9 - basic human needs drive what we value Existence Safety Belonging Control Esteem Meaning TERM 10 Self Actualization DEFINITION 10 achieving individual potential TERM 21 Motivation by Work Design DEFINITION 21 - Content Theory Job Characteristics Theory TERM 22 Motivation by Vision DEFINITION 22 - Content Theory Visionary Leadership + Identification TERM 23 Reinforcement Theory DEFINITION 23 - Behavior is a function of its consequences ex. Theory of Carrots and Sticks : Rewards and Fear- Relies on Punishments and Rewards to achieve desired outcomes Positive Reinforcement - increases desired behavior Negative Reinforcement - increases desired behavior Punishment - Decreases Undesired Behavior - Classical Conditioning is the underlying theory; Little Albert Experiment TERM 24 Reinforcement DEFINITION 24 Positive - good good; pay praiseNegative - take bad; stop nagging after behavior completedPunishment - give bad/take good; threat of demotion, fired from job, take people off of enjoyable assignments TERM 25 How effective is Reinforcement DEFINITION 25 Most effective when: Directly tied to behavior - Annual Review vs. Immediate praise? Either reward or punishment tied to what people value- Motivated by money? Magnitude needs to be in line with behavior? - Expelling someone for failing a course? TERM 26 Expectancy Theory DEFINITION 26 - motivation is fostered when an employee believes three things: There is high Expectancy: Effort - Performance There is high Instrumentality: Performance - Outcome There is high Valence: Outcomes are valuable to the employee TERM 27 Which is most likely to increase outcome valence? DEFINITION 27 - It depends on what need is least satisfied TERM 28 Motivation in Expectancy Theory DEFINITION 28 - Motivation is zero if either expectancy, instrumentality, or valence is zero Increasing valence of rewards is pointless when expectancy is low; when employee doesn't believe effort increases performance TERM 29 What can you do? DEFINITION 29 Strengthen Expectancy : Ensuring employee efficacy; KSAOs; supportive leadership Strengthen Instrumentality: Putting money where mouth is: Accurate performance measure; Adequate means for rewards; Reward performance rather than seniority or attendance Strengthen Valence: give bigger rewards TERM 30 Rewards and Fear DEFINITION 30 don't really work in the long run TERM 31 Goal Setting Theory DEFINITION 31 - motivation is fostered when employees have specific and challenging S. M. A. R. T goals Compare to personal development - Even more effective when: Feedback about progress towards goals Employee is intrinsically committed to goal ; employee has part in the goal setting TERM 32 Characteristics in increasing motivation DEFINITION 32 A self set goal, because it increases commitment A difficult but attainable goal, because it increases direction and intensity A measurable goal, because it allows for accurate feedback TERM 33 Motivation by Social Comparison : Equity Theory DEFINITION 33 - People do not operate in a vacuum, they are interdependent- According to Equity Theory, motivation and satisfaction are high when an employee's ratio of outcomes to inputs matches those of some comparison other Maintaining fairness between employees is important Motivation of one employee also depends on what happen to other employees Outcomes = Outcomes Inputs = Inputs TERM 34 Outcomes & Inputs in Equity Theory DEFINITION 34 - Outcomes may include: Pay/ promotions Praise Better working conditions - Inputs may include: Job performance/ effort Seniority Training and education TERM 35 Likely response to underreward and overreward cases in Equity Theory? DEFINITION 35 - Under-reward: envy- Over-reward: reevaluation of inputs TERM 46 Motivation by Vision DEFINITION 46 - a positive vision can lead to questionable behaviors TERM 47 Vision DEFINITION 47 - future images of the collectiveex. " We will live in a world that is connected" (Facebook), "Lets make America great again" (Trump)* Visionary leaders motivate followers by painting a picture of who we might become TERM 48 Visions can motivate when DEFINITION 48 Appeal to the core of who we are enhances our positive self image increases sense of significance Create a sense of purpose and security provides a clear and difficult goal Solidifies our collective identity Need for belonging Social Identity Theory TERM 49 Motivation determines DEFINITION 49 direction intensity persistence TERM 50 What do the top Fortune 100 Best Companies to Work for have in common? DEFINITION 50 good pay and benefits fair hiring and training diversity efforts management credibility camaraderie overall job satisfaction ---Competitive advantage in hiring TERM 51 Job Satisfaction DEFINITION 51 - A pleasurable emotional state resulting from the appraisal of one's job and job experiences I enjoy my work tasks My work is meaningful I have impact on real people's life with my job My work is just churning out number without any real meaning TERM 52 Does Job Satisfaction Matter? DEFINITION 52 Positive for performance, creativity, helping, and commitment Negative for counterproductive behaviors, turnover, and loss of talent TERM 53 Characteristics leading to job satisfaction (rational appraisal of job) DEFINITION 53 Pay satisfaction Promotion satisfaction Supervision satisfaction Coworker satisfaction Satisfaction with work TERM 54 Satisfaction with Work DEFINITION 54 Job Characteristics Model Vision & Purpose TERM 55 Job Characteristics Model DEFINITION 55 Variety Identity Significance Autonomy Feedback TERM 56 Vision & Purpose DEFINITION 56 - Vision gives a sense of purpose TERM 57 Emotions DEFINITION 57 Tend to be discrete , shorter, and more intense Connection to eliciting event is clear TERM 58 Moods DEFINITION 58 Tend to be diffuse, longer, and less intense Connection to eliciting even in unclear *Moods & Emotions involve experience (Feeling angry), physiological changes (increased heart rate and blood pressure), and action readiness (impulse to attack) TERM 59 The Six Basics DEFINITION 59 Sadness Fear Surprise Disgust Anger Happiness TERM 60 Pleasantness DEFINITION 60 Valence of emotions TERM 71 Social Functions of Emotion DEFINITION 71 - A communication device ; to influence others Anger Gratitude Embarassment Pain Guilt Shame Contempt - Relationship repair; negotiation outcomes; motivating others- Equity + Fairness perceptions TERM 72 Negativity Bias DEFINITION 72 Tendency for people to recall, pay more attention to, and be more affected by negative information/ events than positive information/ events Negative emotion more likely to fester and to be given weight in decision making TERM 73 Consequences of Emotions DEFINITION 73 Attitudes Physiological effects : Health TERM 74 Attitudes DEFINITION 74 - Toward one's job daily basis long periods of time- stability in job satisfaction judgments, even under major situational changes - Toward one's organization (commitment)- Toward one's life influenced by a simple mood induction TERM 75 Behaviors DEFINITION 75 Action tendencies are a crucial aspect of emotion In general, the action tendencies of positive emotions facilitate approach behavior In general, the action tendencies of negative emotions address immediate problems and try to change circumstances for the better But specific emotions often possess their own, unique action tendencies TERM 76 Unique Action Tendencies DEFINITION 76 - these action tendencies have implications for many work behaviors Does emotions get in the way of business? TERM 77 Positive vs. Negative Emtions DEFINITION 77 Positive emotion associated with greater helping, creativity, performance, motivation, trust, and more favorable outcomes in a negotiation, but also satisfaction with status quo Negative emotion associated with greater withdrawal, counterproductive behavior, turnover intentions, and greater likelihood of rejecting negotiation offers that are superior to alternatives, but also desire to change the situation TERM 78 Outcomes of emotion depend on many factors DEFINITION 78 Status (High vs. Low) Culture- What is the norm in your culture? Personality - Individuals with certain traits more reactive to emotional experiences TERM 79 High vs. Low Status DEFINITION 79 High Status : less constrained : express anger, confront source Low Status: more constrained: withdrawal TERM 80 Emotions Differ by Culture DEFINITION 80 American/ Western Cultures Individualistic : do good by yourself Anger; happiness Asian Cultures Collectivistic: do good by your group Guilt; shame; honor TERM 81 Effects of Personality DEFINITION 81 Stressful event leads to negative emotions which leads to strain TERM 82 As a leader if you wanted to motivate your followers, what emotions should you express? DEFINITION 82 Happiness Disappointment / Anger Concern/ Worry Relief/ Calmness TERM 83 Organizations increasingly have implicit (or even explicit) display rules DEFINITION 83 Integrative (display positive emotion) Differentiating (display negative emotion) Masking (suppress emotional display) Display vs. Feel TERM 84 Two forms of Emotional Labor DEFINITION 84 Surface acting - Faking your emotions Putting on a smile, while still feeling crappy Deep acting- Changing your underlying emotions Rethinking the situation and actually feeling happy TERM 85 Consequences for the Organization DEFINITION 85 Surface Acting ineffective emotional displays toward customers customer dissatisfaction ( or no effect) Deep Acting effective emotional displays toward customers proactive customer help service performance (self rated) TERM 96 Cognitive Problem Focused Coping DEFINITION 96 Strategizing Self Motivating Changing Priorities TERM 97 Cognitive Emotion Focused Coping DEFINITION 97 Avoiding, distancing, and ignoring Looking for the positive in the negative Reappraising TERM 98 Long Lasting Effects of Stress DEFINITION 98 Challenge Stressors Positive for job performance and organizational commitment Feelings of accomplishment, pride, enthusiasm, job satisfaction Hindrance Stressors Negative for job performance and organizational commitment May lead to burnout, alcoholism, low life satisfaction, heart attacks, negative emotions TERM 99 What can you do to manage stressors DEFINITION 99 Take away the daily hassles Provide clarity about roles and responsibilities Set difficult, but not impossible goals Ensure sufficient knowledge, skills, and abilities TERM 100 Drivers of Job Satisfaction DEFINITION 100 Rational appraisal factors Pay, Promotions, supervisors, coworkers, work design Gut based appraisal factors Emotions (internal and social consequences) Stress (Challenge and Hindrance) Determines coping strategies and long term outcomes TERM 101 Negotiation DEFINITION 101 a discussion between two or more parties with the apparent aim of resolving divergent interests conflict resolution almost every interaction can be seen as an implicit negotiation TERM 102 Characteristics Common to All Negotiation Situations DEFINITION 102 Two or more parties There is a conflict of interest Parties negotiate because they think they can get a better deal than by taking what the other side will give them Parties prefer to search for agreement over TERM 103 Preparation DEFINITION 103 The key to any successful negotiation is in preparation Is this a negotiation where all our interests are opposed or is there potential for a win win solution What is it that I want to achieve and what am I willing to settle for What is it that my counterpart wants to achieve and what is he/she willing to settle for * These three questions determine the bargaining zone TERM 104 Bargaining Zone DEFINITION 104 space between employers aspiration range and your aspiration range between reservation points TERM 105 BATNA DEFINITION 105 Best Alternative To Negotiated Agreement Distinguish reservation point (indifference point) from target point (aspiration level) BATNA should equal reservation point You generally shouldn't accept an offer lower than your BATNA TERM 106 Fixed Pie Perceptions DEFINITION 106 assuming your interests are opposed 80% of negotiators have this perception leads to information availability errors More prevalent in individualist cultures like U.S due to focus on self vs. other interests Fixed pie perceptions made worse under high time pressure Fixed pie perception especially prevalent when framing situation as negotiation vs conflict resolution TERM 107 The Distributive Bargaining Situation DEFINITION 107 Goals of one party are in fundamental, direct conflict to another party Resources are fixed and limited- "Fixed Pie" Maximizing the share of resources is the goal TERM 108 Keys to Effectiveness DEFINITION 108 Keys to effective distributive bargaining are: discovering the other party's resistance point push for settlement near opponents resistance point get the other party to reduce their resistance point TERM 109 If there is no settlement range DEFINITION 109 get the other side to reduce their resistance point modify your own resistance point TERM 110 Strategies of Distributive Bargaining DEFINITION 110 Know your BATNA, try to know our opponents Set high aspirations Make the first offer Counteroffer immediately Avoid stating ranges Reveal a deadline Use objective appearing rationale to support your offers Appeal to norms of fairness Don't fall for the "even split" ploy Don't reveal your reservation point TERM 121 Level 3: Pareto- Optimal DEFINITION 121 Integrative agreements that are impossible to improve on for both parties; this lies along the pareto-optimal frontier of agreement TERM 122 Strategies that do not work DEFINITION 122 Fixed Pie Perception Compromise Focusing on a long - term relationship Adopting solely a "cooperative orientation" TERM 123 Fixed Pie Perception DEFINITION 123 Belief in opposition of interests --- research shows that fixed pie perceptions lead to sub-optimal agreements Information Search: fail to ask for information about others preferences because they assume they are in opposition Information Processing : distort or ignore information about others preferences even when it is available Framing an integrative negotiation as a negotiation, triggers fixed pie perceptions framing it as solving a problem or resolving a conflict TERM 124 Compromise DEFINITION 124 splitting the difference can be very ineffective- slicing the pie rather than expanding it TERM 125 Focusing on a long term relationship DEFINITION 125 This is fine, but shouldn't undermine commitment to a "win" solution for yourself TERM 126 Adopting solely "cooperative orientation" DEFINITION 126 low resistance to yielding is bad TERM 127 Keys to Effectiveness DEFINITION 127 Battle against fixed pie perception Frame negotiations as problem solving- even among friends - focus on issues vs. positions Be uncompromising on your issues and needs (high resistance to yielding) Invent options Exploit different preferences across issues Exchange information and ideas Unbundle the issues TERM 128 Resistance to Yielding DEFINITION 128 Contentious Tactics Problem Solving Inaction Unnecessary Concession Making TERM 129 The most important thing a leader must have DEFINITION 129 Followers TERM 130 Leadership DEFINITION 130 An interpersonal influence process that attempts to motivate others to achieve goals that represent values of the leader and or others vision TERM 131 Different Approaches to understand leadership DEFINITION 131 What makes someone a leader Trait approach Behavioral approach Situational approach What makes someone a good leader Transformational vs. transactional leadership TERM 132 Trait Approach to Leadership DEFINITION 132 Basic assumption leaders possess stable characteristics (traits) that set them apart from non leaders The "Great Man" approach to leadership TERM 133 Status Characteristics Theory DEFINITION 133 We the followers, all have stereotypes and beliefs about what makes a good leader we ascribe status and influence to people with traits and characteristics that meet our stereotypes expectation that these people will be good for us and protect us based on what societies value TERM 134 Status Characteristics DEFINITION 134 Diffuse status characteristics: expectations about performance based on a general, relatively stable characteristic or state of a person Gender ; male "state" invokes higher performance expectations than female Specific status characteristics: expectations about performance based on a situationally specific characteristic of a person On the football field - Dantonio ascribed greater status and influence than Izzo and vice versa TERM 135 Do traits predict leadership and leader effectiveness DEFINITION 135 Leadership emergence and the big 5 extraversion strongest correlate (r=.33) in business settings, openness to experience was second strongest predictor Leadership effectiveness and the big 5 extraversion strongest correlate (r=.24)