Key Concepts in Motivation, Job Attitudes, and Leadership

Motivation

energy + direction + persistence

Performance

Ability + Motivation

Need-Motive-Value Theories

Motivation from unmet needs (e.g., Maslow's hierarchy → physiological to self-actualization)

ERG Theory (Alderfer)

Existence, Relatedness, Growth - not strictly hierarchical

Cognitive Choice Theories

Decisions based on costs vs. benefits (e.g., Equity Theory, Goal Setting Theory)

Equity Theory

People compare their input/output to others'

Equity Sensitivity Types

Benevolent - give more, Entitled - want more, Sensitive - want fairness

Goal Setting Theory

Specific + difficult goals with feedback = better performance

Job Satisfaction

how much someone likes their job

Value-Percept Theory

Satisfaction = job gives what's important to you

Top predictors of Job Satisfaction

Fairness (justice), Relationships, Job characteristics (autonomy, feedback, skill variety)

General vs. Facet Satisfaction

Overall vs. satisfaction with parts (pay, coworkers, etc.)

Commitment Types

Affective (want to stay) - strongest link to performance, Normative (feel obligated), Continuance (need to stay) - weakest

Consequences of Job Satisfaction

Higher satisfaction → better performance, less turnover, less absenteeism

Work Teams

Interdependent people with a shared goal

Benefits of Teams

Creativity, relationships, better decisions

Drawbacks of Teams

Groupthink, loafing, conflict

Team Problems

Social loafing - less effort in groups, Groupthink - pressure to agree, Conflict types: Relationship - personal issues, Task - what to do, Process - how to do it

Tuckman's Stages

Forming → Storming → Norming → Performing → Adjourning

Effective teams

High productivity, good attitudes, low withdrawal

Team KSAOs

Skills, personality, trust, diversity, cohesion

Leadership

influencing others (can be formal/informal)

Leadership Emergence vs. Effectiveness

Being seen as a leader vs. actually being effective

Trait Theory

Good leaders tend to be high in extraversion, conscientiousness, openness

Behavioral Theory

Two styles: Initiating structure (task) & Consideration (people)

Moral Leadership

Includes authentic, ethical, and servant leadership

LMX Theory

Quality of leader-member relationships affects motivation

Transformational Leadership

Inspires change (vs. transactional or laissez-faire)

Power Types

Legitimate, Reward, Expert, Referent, Coercive

Gender & Leadership

Women often lead better but face bias; role congruity theory explains this

Cross-Cultural Leadership

Preferences vary, but trust and intelligence are valued globally

Occupational Health Psychology

Goal: Improve work safety, health, and well-being

Stressors → Stress → Strains

Stressors: workload, role ambiguity, bad leadership; Strains: low motivation, burnout, illness

Yerkes-Dodson Law

Moderate stress = peak performance

Coping

Problem-focused: fix the issue, Emotion-focused: manage feelings

Work-family conflict

When job harms family or vice versa

Enrichment

When job helps family or vice versa

Supportive programs

Childcare, FMLA, flextime, wellness benefits