Test 2 review repeated terms

Motivation

The willingness to exert effort toward goals; effort is modified to reach a desired payoff.

Job Performance

A × O × W

Ability

Ability to do the task

Opportunity

Opportunity to do the task

Willingness

Willingness to do the task

Components of Motivation

Direction: What is the goal? Intensity: How much effort will you exert? Persistence: How long will you keep working toward the goal?

Needs Theory (Content Theory)

Unmet needs motivate behavior; need satisfaction is the goal of behavior.

Needs Theory Model

Unmet needs (physical, social, psychological, mental) → tension → search behaviors → satisfaction → reduced tension.

Goal Setting Theory (Process Theory)

Goals must be clear and agreed upon. SMART goals: Specific, Measurable, Attainable, Relevant, Timeframe.

Expectancy Theory (Process Theory)

Effort → Performance → Outcome.

Organizational Justice

Equality: Treating everyone the same. Equity: Fairness based on inputs and outputs.

Equity Theory

People compare their input-output ratios to referent others to judge fairness. Inputs: skills, effort, time. Outputs: pay, status, recognition.

Procedural Justice

Fairness in how outcomes are decided.

Thorndike's Law of Effect

Behaviors with favorable outcomes are repeated; unfavorable ones fade.

Positive Reinforcement

Add positive stimulus (↑ behavior)

Negative Reinforcement

Remove negative stimulus (↑ behavior)

Positive Punishment

Add negative stimulus (↓ behavior)

Negative Punishment

Remove positive stimulus (↓ behavior)

Intrinsic Motivation

Comes from internal satisfaction or achievement.

Extrinsic Motivation

Comes from external rewards like money or recognition.

Power

The ability to get others to do what you want them to do; you don't have to exert it to have it.

Authority

The right to use power or give orders; flows from top to bottom.

Legitimate Power

Power from holding a position in the organization's hierarchy; authority-based.

Reward Power

Ability to give something others want (raises, bonuses).

Coercive Power

Ability to punish or enforce consequences for noncompliance.

Expert Power

Power from knowledge or expertise.

Referent Power

Power from personality, charisma, or respect.

Coping with Uncertainty

Power source that comes from preventing, forecasting, or absorbing uncertainty.

Centrality

Being central to workflow or operations increases power.

Substitutability / Non-Sustainability

If others can replace you or your unit, power decreases.

Politics / Organizational Politics

Behavior outside the normal power system designed to benefit individuals or groups at the expense of others.

Coalition Building

Power in numbers; forming alliances for greater influence.

Socialization

Process by which organizations bring new employees into the culture.

Anticipatory Stage

The stage before starting a new job.

Accommodation Stage

The stage after starting a new job.

Role Management Stage

The stage after settling into a new job.

Organizational Culture

Basic pattern of shared beliefs, values, and assumptions that guide behavior and define 'how things are done.'

Artifacts

Visible and tangible symbols of culture (mission statements, rituals, language, physical space).

Espoused Values (Stated Values)

What the organization says is important; written or spoken.

Basic Assumptions

Deep, often unseen beliefs about why the organization exists and the right way to behave.

Internal Change Agent

Employee who knows the organization well but may be biased.

External Change Agent

Consultant or outsider; objective but lacks insider knowledge.

Intervention

Specific action or program to address a problem or guide change.

Appreciative Inquiry

Focuses on identifying strengths and positive outcomes in change.

Empowerment

Giving employees authority to make decisions.

Organizational Change

Process of preparing for and managing change through a change agent.

Formal Components of Change

Visible, rational, and structural elements of change.

Informal Components of Change

Hidden, emotional, and behavioral aspects of change.

Structural Change

Altering tasks, structure, or authority relationships.

Behavioral Change

Redirecting motivation, skills, and attitudes.

Technological Change

Applying new technology or processes to improve outcomes.

Attitude Survey

Collecting feedback or opinions from employees about experiences or changes.

Leadership Climate

Overall environment shaped by leadership and management practices.

Formal Organization

Policies, structure, and systems of control.

Mentor

Experienced advisor or supporter who guides and encourages others.

Diversity

The range of physical and cultural differences among people.

Need for Power

Desire to influence or control others.

20-30-50 Rule

20% embrace change, 30% resist, 50% wait and see.

Success Factors of Change

Participation at all levels, physical change to support culture, strong leadership and outside pressure.

Common Problems with Change

Resistance, lack of resources, weak management support.

To-Do List for Change

Communicate openly, train before change, support personal growth.