Industrial and Organizational Psychology Exam 3

motivation

behavior is energized, directed, and maintained

energized

how hard a person works

directed

what a person does

maintained

how long a person works

need theories

people behave in order to fulfill needs

cognitive choice theories

behavior is a function of social exchange processes

self regulation models

behavior is goal directed

organizational behavior management

behavior is a function of its consequences, consequences increase or decrease the probability of the behavior recurring (operant conditioning principles)

performance

the evaluation of behavior

Maslow’s hierarchy of needs

physiological → safety → love/belonging→ esteem → self actualization

Alderfer’s ERG theory

people are motivated by existence (basic survival), relatedness (social relationships and belonging), and growth (personal development)

Fielder’s contingency theory

this is not one best style of leadership, but effectiveness is determined by the match between the style and situation being faced

Herzberg’s two-factor theory

job satisfaction and dissatisfaction is influences by hygiene (salary and working conditions) and motivational factors (achievement and recognition)

job characteristics theory

specific job characteristics can influence employee motivation, satisfaction, and performance; we want to be in jobs that fulfill our needs or we change jobs in order to fulfill them

cognitive choice theories

explain mental processes that underlie motivaiton

equity theory

people are motivated by a sense of fairness in social interactions and inputs (effort put in) is compared to the outcomes they receive (rewards)

inputs: contributions made to the job

outputs: consequences as a result of doing the job

the more discrepant the ratios, the greater the inequity

procedural justice

perceived fairness of policies and procedures used in decision making

equity theory vs. procedural justice

content of outcomes vs. the process

expectancy theory

behavior results from conscious choices among alternatives and the choice of the behavior is designed to maximize pleasure and minimize pain

goal setting theory

human action is directed by conscious goals and intentions which have direct and indirect effects

goal difficulty

level of task proficiency measured against a standard

goal specificity

how well a goal is defined with specific expectations

goal intensity

effects of goal commitment

direct effects

motivational (energy, effort, persistence, maintenance)

indirect effects

cognitive (strategy development planning)

specific goals

clearly defined and measurable goals serving as an internal direction

goal commitment

acceptance and commitment to the goal

self efficacy

belief that a desired outcome can be accomplished (key to goal selection)

goal orientation theory

dispositionalists: focus on consequences of success and failure (sensitive to judgement of others)

incrementalists: adopt a learning or mastery goal orientation (learn from experiences)

attitudes

evaluative response people have about their jobs

attitudes → behaviors

tripartite conceptualisation

response to job consisting of cognitive (evaluative), affective (emotional) and behavioral

job satisfaction comes from

dispositions: stable affect tendency (happy or disgruntled people)

situations: factors in jobs (pay, working conditions, etc.)

job involvement

degree to which a person identifies psychologically with his or her work and the importance of work to one’s self image

employee engagement

positive attitude, passion, commitment, and discretionary effort ("involvement with and enthusiasm for work”

organizational citizenship behavior

going beyond the defined job duties

5 dimensions: altruism, conscientiousness, courtesy, sportsmanship, civic virtue

leadership

process of influencing, coordinating and guiding others to achieve an outcome or goal

involves behaviors, traits, characteristics, and outcomes produced by leaders and interpreted by followers

trait school of leadership

research focused on “finding” what traits were associated with leadership across situations

traits of leaders

competence/intelligence, extraversion, conscientiousness, emotional stability, openness, agreeableness

implicit leadership theory

leadership is an influence process that must be responded to by followers

followers match behavior with prototype to decide if the person is a leader (developed from experience, mental representation)

traits

labels used to summarize and make sense of the behavior of leaders

leader member exchange theory

ingroup: highly involved, communicative, influence, concern for leader

outgroup: less compatible with leader

transactional leadership

emphasize structure, rewards, and punishments to direct followers with clear expectations, performance monitoring, and incentive systems

requires clear goals and appropriate instructions

transformational leadership

transforms the environment and the people in it by focusing on enhancing relationships of the people within the system

results in higher follower self-confidence, higher organization profit and change, and greater team innovation

need hierarchy theory

energize: unsatisfied needs create drive to pursue them to an energizing behavior

direct: hierarchy directs behaviors toward the most immediate and pressing needs

maintain: once a need is met, behavior shifts to address the next level of need

understanding employee needs at different levels lets managers create a more motivating and fulfilling work environment

equity theory

energize: feeling of fairness motivates employees to perform at a higher level and energize their effort

direct: if an employee perceives inequity, they are motivated to direct the imbalance

maintain: regular feedback and reward systems maintain motivation

when employees perceive fairness, their motivation and effort levels are adjusted by their perception

expectancy theory

energize: belief that effort will lead to performance outcomes motivates an individual to act

direct: perceived value of outcomes directs individual’s choice of what behaviors to engage in

maintain: reinforcement that effort, performance and reward maintain motivation

fosters a sense of purpose, motivation, and a climate of trust and fairness

goal setting theory

energize: challenging goals motivate individuals to exert more effort

direct: goals direct attention and effort to goal-related activities

maintain: goals provide a sense of purpose and direction which helps individuals maintain their efforts

when employees feel their work is meaningful and their goals provide a sense of purpose, they are more likely to be engaged and motivated

reinforcement theory

energize: motivation to engage in behaviors that lead to positive consequences

direct: direct behavior by association of specific actions with specific outcomes

maintain: provide ongoing encouragement and motivation to continue exhibiting those behaviors

identifies desired behaviors and aligns reward systems with those behaviors

behavior

moral and ethical character

how is job satisfaction measured

surveys and tracking metrics like turnover and absenteeism

what determines job satisfaction

autonomy, opportunity for growth, engaging work, purpose, recognition, pay, balance, work environment, job security, and culture