I/O Psych Exam 3

organizational citizenship behavior

(OCB)

Behaviors that are not part of an employee's job but which make the organization a better place to work (e.g., helping others, staying late).

consistency theory

Korman’s Theory that employees will be motivated to perform at levels, consistent with their levels of self-esteem.

self-esteem

The extent to which a person views themselves as a valuable and worthy individual.

chronic self-esteem

A person’s overall feeling about themselves.

situational self-esteem

A persons feeling about themselves in a particular situation, such as repairing vehicles or providing customer service.

socially influenced self-esteem

how a person feels about themselves based on the expectations of others.

organization based self-esteem (OBSE)

The level of an employees, competence and self-worth as a member of an organization.

self-fulfilling prophecy

individuals will perform as well or as poorly as they expect to perform.

galatea effect

when high self expectations result in higher levels of performance.

pygmalion effect

The idea that if people believe that something is true, they will act in a manner consistent with that belief.

golem effect

when negative expectations of an individual causes a decrease in that individual’s actual performance.

intrinsic motivation

The person will seek to perform well because they either enjoy performing the actual tasks or enjoy the challenge of successfully completing the task.

extrinsic motivation

Work motivation that arises from such nonpersonal factors as pay, coworkers, and opportunities for advancement.

work preference inventory (WPI)

A measure of an individual’s orientation toward intrinsic versus extrinsic motivation.

self regulation

a person’s ability to select, set, and modify goals to adapt to changing conditions. (4 steps)

job characteristics theory

The theory proposed by Hackman and Oldham that suggests that certain characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker.

basic biological needs

The first step in Maslow’s needs hierarchy, concerning survival needs for food, air, water, and the like.

safety needs

The second step in Maslow’s hierarchy, concerning the need for security, stability, and physical safety.

social needs

The third step in Maslow’s hierarchy, concerning the need to interact with other people.

ego needs

The fourth step in Maslow’s hierarchy, concerning the individual’s need for recognition and success.

self-actualization needs

The fifth step in Maslow’s hierarchy, concerning the need to realize one’s potential.

employee resource groups

A group of employees with similar interests, experiences, or demographics who meet to discuss those experiences.

needs theory

A theory based on the idea that employees will be satisfied with jobs that satisfy their needs

ERG theory

Aldefer’s needs theory, which describes three levels of satisfaction: existence, relatedness, and growth.

Developed after Maslow's hierarchy of needs.

two-factor theory

Herzberg’s needs theory, postulating that there are two factors involved in job satisfaction: hygiene factors and motivators.

hygiene factors

In Herzberg’s two-factor theory, job-related elements that result from but do not involve the job itself.

motivators

In Herzberg’s two-factor theory, elements of a job that concern the actual duties performed by the employee.

need for achievement

According to trait theory, the extent to which a person desires to be successful.

Motivated by jobs that are challenging and over which they have some control

need for affiliation

The extent to which a person desires to be around other people.

Employees are motivated by jobs in which they can work with and help other people.

need for power

According to trait theory, the extent to which a person desires to be in control of other people.

This refers to a person's motivation to influence, direct, or guide others in their work environment.

self-determination theory

developed by Ryan and Deci (2000) and proposes that people have innate needs for three things: competency, autonomy, and relatedness.

competency

The need from self-determination theory to be able to successfully perform the tasks that are important to us.

autonomy

The need from self-determination theory to decide what we want to do and how we are going to do it.

relatedness

The need from self-determination theory to feel that we are part of a group and connected to others.

four drive theory of human nature

postulates that employees are influenced by four drives: acquiring, bonding, learning, and defending. Employees will be motivated to perform well and remain in a job if each of these drives

realistic job preview (RJP)

hierarchy

of needs model by Maslow that describes a five-level structure of human needs, where individuals progress from basic physiological needs to self-actualization.

goal setting

A method of increasing performance in which employees are given specific performance goals to aim for.

operant conditioning

A type of learning based on the idea that humans learn to behave in ways that will result in favorable outcomes and learn not to behave in ways that result in unfavorable outcomes.

premack principle

reinforcement is relative and that a supervisor can reinforce an employee with something that on the surface does not appear to be a reinforcer.

reinforcement hierarchy

A rank-ordered list of reinforcers for an individual.

social recognition

A motivation technique using such methods as personal attention, signs of approval, and expressions of appreciation.

pay for performance

A compensation structure where employees receive financial rewards based on their individual or team performance outcomes.

merit pay

An incentive plan in which employees receive pay bonuses based on performance appraisal scores.

profit sharing

A group incentive method in which employees get a percentage of the profits made by an organization.

gainsharing

A group incentive system in which employees are paid a bonus based on improvements in group productivity.

baseline

The level of productivity before the implementation of a gainsharing plan

stock options

A group incentive method in which employees are given the option of buying stock in the future at the price of the stock when the options were granted.

expectancy theory

Vroom’s theory that motivation is a function of expectancy, instrumentality, and valence.

expectancy (e)

The perceived relationship between the amount of effort an employee puts in and the resulting outcome.

instrumentality (i)

The extent to which the outcome of a worker’s performance, if noticed, results in a particular consequence.

valence (v)

The extent to which an employee values a particular consequence.

internal locus of control

The extent to which people believe that they are responsible for and in control of their success or failure in life.

equity theory

based on the premise that our levels of motivation and job satisfaction are related to how fairly we believe we are treated in comparison with others. If we believe we are treated unfairly, we attempt to change our beliefs or behaviors until the situation appears to be fair. Three components are involved in this perception of fairness: inputs, outputs, and input/output ratio.

input/output radio

The ratio of how much employees believe they put into their jobs to how much they believe they get from their jobs.

organizational justice

A theory that postulates that if employees perceive they are being treated fairly, they will be more likely to be satisfied with their jobs and motivated to do well.

affective commitment

the extent to which an employee wants to remain with the organization, cares about the organization, and is willing to exert effort on its behalf.

continuance commitment

the extent to which an employee believes they must remain with the organization due to the time, expense, and effort that they have already put into it or the difficulty they would have in finding another job.

normative commitment

the extent to which an employee feels obligated to the organization and, because of this obligation, must remain with the organization.

motivation

the force that drives an employee to perform

organizational citizenship behaviors (OCBs)

behaviors that are not part of an employees's job but which make the organization a better place to work (ex: helping others, staying late)

consistency theory

Korman's theory that employees will be motivated to perform at levels consistent with their levels of self-esteem

Korman

theorized that employees high in self-esteem are more motivated and will perform better than employees with low self-esteem

chronic self-esteem

positive or negative way in which a person views himself or herself as a whole

situational self-esteem

positive or negative way in which a person views himself or herself in a particular situation

socially-influenced self-esteem

positive or negative way in which a person views him or herself based on the expectations of others

self-fulfilling prophecy

idea that people behave in ways consistent with their self-image

Galatea effect

when high self-expectations result in higher levels of performance

Pygmalion effect

the idea that if people believe that something is true, they will act in a manner consistent with that belief

Golem effect

when negative expectations of an individual cause a decrease in that individual's performance

intrinsic motivation

work motivation in the absence of such external factors (ex: pay, promotion, and coworkers)

extrinsic motivation

work motivation that arises from such nonpersonal factors (ex: pay, coworkers, and opportunities for advancement)

Work Performance Inventory (WPI)

measure of an individual's orientation toward intrinsic versus extrinsic motivation

need for achievement

the extent to which a person desires to be successful

need for affiliation

extent to which a person desires to be around other people

need for power

the extent to which a person desires to be in control of other people

Realistic Job Preview (RJP)

a method of job recruitment in which job applicants are told both the positive and negative aspects of a job

job characteristics theory

proposed by Hackman and Oldham - suggests that certain characteristics of a job will make the job more or less satisfying, depending on the needs of the worker

Job characteristics theory provides employees with:

meaning, autonomy, feedback, motivation potential, skill variety, task identification, and task significance

Maslow's Hierarchy of Needs

basic biological needs, safety needs, social needs,ego needs, self-actualization needs

ERG Theory

existence, relatedness, growth - Aldefer's needs theory which describes levels of satisfaction - suggests people can skip levels In Maslow's Hierarchy

two-factor theory

Herzberg's needs theory - two factors are involved in job satisfaction, hygiene factors and motivators

hygiene factors

job-related elements that result from, but do not involved the job itself

motivators

elements of a job that concern the actual duties performed by the employee

goal setting

a method of increasing performance in which employees are given specific performance goals to aim for

Properties of goal setting:

specific, measurable, difficult but attainable, relevant, time-bound, employee participation

operant conditioning

type of learning based on the idea that humans learn to behave in ways that will result in favorable outcomes and learn not to behave in ways that result in unfavorable outcomes

self-regulation theory

employees can be motivated by monitoring their own progress toward the goals they set and adjusting their behavior to reach those goals

Effectiveness of incentive programs:

timing, contingency, type used, individual-based vs. group-based, positive vs. negative, fairness

Premack Principle

reinforcement is relative both within an individual and between individuals

Types of incentives used:

recognition, financial rewards, travel

pay for performance

system in which employees are paid on the basis of how much they individually produce

merit pay

incentive plan in which employees receive pay bonuses based on performance appraisal scores

Types of group incentive plans:

gainsharing, baseline, stock options

gainsharing

group incentive system in which employees are paid a bonus based on improvements in group productivity

baseline

level of productivity before the implementation of a gainsharing plan

expectancy theory

Vroom's theory that motivation is a function of expectancy, instrumentality, and valence

expectancy (E)

perceived relationship between the amount of effort an employee puts in and resulting outcome

instrumentality (I)

the extent to which the outcome of a worker's performance, if noticed, results in the particular consequence

valence (V)

extent to which an employee values a particular consequence