KIN 475 Exam 2

an enduring belief that a specific mode of conduct or end state of existence is personally and socially preferable to an opposite or converse mode of conduct or end state of existence.

values

What are the three categories of beliefs?

phenomenological, casual, and normative

beliefs that relate to the nature of things or people

phenomenological beliefs

beliefs that address casual relationships between observed phenomena

casual beliefs

beliefs that are affiliated with one's preferred state of nature or of how things should be

normative beliefs

organization of several beliefs around a specific object or specification

attitude

refers to a single belief of a very specific kind; internal and personal

value

refers only to the means or modes of behavior; provides a code of conduct in a specific situation

norm

what are the 3 functions of values?

values as standards, values in conflicting resolution and decision making, and motivational functions of values

function of values characterized as the position one takes on a social issue, the tendency to favor a particular religion or political party, and the presentation of oneself to others

values as standards

function of values characterized as which value will trump the other or will there be a competition

values in conflicting resolutions and decision making

function of justice characterized as adjective functions, ego defensive functions, and self-actualization functions

motivational functions of justice

the content of various values concerns society as a whole

adjustive functions

when people's needs, feelings, and actions do not conform to social norms and expectations, they can just protect their egos by relying on their values to justify their behaviors or feelings

ego defensive functions

the content of some values focuses on personal competence, knowledge, accomplishments, and wisdom

self-actualization functions

The forces within the individual that account for the level, direction, and persistence of effort expended at work

motivation

behavior that is performed for its own sake

intrinsically motivated behavior

behavior that is performed to acquire material or social rewards or to avoid punishment

extrinsically motivated behavior

Unfulfilled physiological and psychological desires of an individual
Explain workplace behavior and attitudes
Create tensions influencing attitudes and behavior
Good managers and leaders facilitate employee need satisfaction

roles that needs play on the motivation of employees

lower-order and higher-order needs affect workplace behavior and attitudes

Maslow’s hierarchy of needs theory

psychological, safety, and social needs; desires for physical and social well being

low order needs

esteem and self-actualization needs; desire for psychological growth and development

higher order needs

theory that considers hygiene and satisfier factors

Herzberg’s two factor theory

elements of the job context and sources of job dissatisfaction

hygiene factors

elements of the job content and sources of job satisfaction and motivation

satisfier factors

theory that states people acquire needs through their life experiences; need for achievement, need for power, and need for affiliation

McClelland's Acquired needs theory

job satisfaction, organizational commitment, job performance, withdrawal behaviors, counterproductive behaviors and self-perception

why are justice perceptions important?

the notion of justice in the organizational context that all of an organization's activities should be just and fair; composed of disruptive justice, procedural justice, and interactional justice

organizational justice

perception of the fairness of a particular outcome

disruptive justice

component of disruptive justice; resources are distributed to employees with respect to their abilities and contributions

equity

component of disruptive justice; resources are distributed so each person gets the same outcome, regardless of their contributions

equality

component of disruptive justice; resources are distributed to the person who needs them more

need

perceptions of whether the process used to make the decision was fair

procedural justice

voice, consistency, bias suppression, accuracy, correctability, ethicality

components of procedural justice

getting a say in things

voice

specifies that allocation procedures should be consistent across persons and over time

consistency

decision makers should prevent personal self-interest or biases in the allocation process

bias suppression

all allocation decisions must be based on accurate information

accuracy

decision makers may unintentionally violate one or more of the rules and make an error in allocations

correctability

allocations must adhere to prevailing ethical and moral standards of the community

ethicality

perceptions of whether organizational agents implement procedures fairly by treating people respectfully and explaining decisions adequately

interactional justice

treating people with dignity and respect; refraining from improper remarks or comments; component of interactional justice

interpersonal component

providing adequate explanations for decisions; component of interactional justice

informational component

how can managers create a perception of fairness in the organization?

change how fair the situation actually is and change how fair the situation is perceived

how can a manager change how fair the situation ACTUALLY is?

improve distributive and procedural justice; treat employees with sincerity and respect

how can a manager change how fair the situation is PERCIEVED?

how you explain decisions and procedures to employees, so they understand

The process by which managers plan and specify job tasks and the work arrangements through which they are accomplished.

job design

Meets organizational requirements for high performance;
Offers a good fit with individual skills and needs;
Provides opportunities for job satisfaction

3 components of job design

standardizes work procedures and employs people in clearly defined and highly specialized tasks

job simplification

benefit of job simplification

increased efficiency

consequence of job simplification

decreased efficiency (the task is mundane)

increases task variety by periodically shifting workers among jobs involving different tasks

job rotation

what is a benefit of job rotation?

workers learn all positions, and can step up if needed

what is a consequence of job rotation?

some workers don't like being taken out of their comfort zone

increasing the number of tasks an employee performs but keeping all of the tasks at the same level of difficulty and responsibility

job enlargement

what is a benefit of job enlargement?

increased intrinsic motivation

what is a consequence of job enlargement?

workers may want a raise

enhancing job content by building motivating factors: responsibility, achievement, recognition, and personal growth into the job

job enrichment

what are the 8 characteristics of an enriched job?

direct feedback, client relationships, new learning, control over scheduling, unique expertise, control over resources, direct communication authority, personal accountability

a worker should receive imminent and concrete feedback when one's work has been evaluated; job enrichment

direct feedback

contact with clients is an enriching experience; job enrichment

client relationships

an enriched job provides opportunities for gaining knowledge and learning new ways of doing and managing things

new learning

allow workers to schedule their own work; job enrichment

control over scheduling

worker will be able to bring personal ability and experience to bear on the assigned work; job enrichment

unique expertise

worker's control over money, material, or people; job enrichment

control over resources

employees are given the authority to communicate directly with their outputs, those who provide inputs to the job, or both; job enrichment

direct communication authority

the job incumbent is held personally accountable for performance; job enrichment

personal accountability

1. variety
2. variability
3. autonomy
4. identity
5. feedback
6. significance
7. interaction
8. strategic position
9. risk of injury

9 examples of task attributes

the degree to which a job requires a variety of different activities in carrying out the work and the use of a number of different skills and talents of the person; task attribute

variety

the frequency of exceptional cases encountered in a job that require different methods or procedures for doing the work; task attributes

variability

the degree to which the job provides substantial freedom, independence, and discretion to the individual in scheduling the work and in determining the processes used for carrying out the procedures; task attribute

autonomy

the degree to which a job requires completion of a whole and identifiable piece of work; doing a job from beginning to end with visible outcome; task attribute

identity

the degree to which carrying out the work activities provides the individual with direct and clear information about the effectiveness of his/her performance; task attribute

feedback

the degree to which a job has a substantial impact on the lives of other people; task attribute

significance

required is necessary to facilitate operation and optional takes place at worker's discretion; task attribute

interaction

determined by the importance of a specific job in terms of the larger group's overall accomplishment; task attribute

strategic position

some jobs carry a significant injury risk; task attribute

risk of injury

what are the outcomes of an effective job design?

internal work motivation, general job satisfaction, work effectiveness, growth satisfaction

in what ways can managers alter task attributes to create more productive employees?

combining tasks, forming natural work units, establishing client relationships, vertical loading, and opening feedback channels

several pieces of fractioned work are put together; increases productivity

combining tasks

a work unit offers a sense of job ownership; increases productivity

forming a natural work unit

by allowing managers direct contact with their clients, managers can gain three advantages: client reaction enhances feedback, skill variety increases, and greater autonomy; increases productivity

establishing client relationships

employees must be able to control their jobs; increases productivity

vertical loading

remove obstacles that block feedback to the worker; increases productivity

opening feedback channels

1. internal motivation, satisfaction, and performance on the other depends on an individual's knowledge and skills, growth needs, and satisfaction
2. individual's satisfaction with organizational factors

what are 2 ways that individual differences affect task attributes?

approach that focuses on designing jobs around the concepts of task specialization, skill simplification, and repetition; has roots in classical industrial engineering

mechanistic approach

approach that focuses on the job characteristics affecting the psychological meaning & motivational potential of job design; increase job complexity through job enlargement, job enrichment, and the construction of jobs around sociotechnical systems

motivational approach

approach that has a goal to minimize the physical strain on the worker by structuring the physical work environment around the way the body works; ergonomic

biological approach

the concern with examining the interface between individuals' physiological characteristics and the physical work environment.

ergonomic

approach with the goal to design jobs in a way that ensures that they do not exceed people's mental capabilities; tries to improve reliability, safety, and user reactions; focuses on human mental capabilities and limitations

perpetual motor approach

what are the 3 components of the job characteristic model?

core dimensions, physiological states, work outcomes

component of the job characteristic model characterized by skill variety, task identity, task significance, autonomy, and feedback

core job dimensions

component of the job characteristic model characterized by meaningful work, responsibility or outcome, and knowledge of results

physiological states

component of the job characteristic model characterized by high motivation, high quality of work, high satisfaction, and low absenteeism and turnover

work outcomes

what are the 3 methods for improving coordination in an organization?

standardization, planning, and mutual adjustments

specifying a set of rules, regulations, & procedures for each task; improves coordination

standardization

the process of establishing goals for the individuals scheduling their activities; improves coordination

planning

members must interact with each other to make necessary adjustments in their goals and activities in order to attain the group's goals; improves coordination

mutual adjustments

The process of recruiting and selecting prospective employees; has significant impact on the organization's bottom line.

staffing

Statement of the tasks, duties, and responsibilities of a job to be performed.

job description