CSULB Josh Arnold: HRM 360 Exam 2

Motivation

the reason or reasons one has for acting or behaving in a particular way.

work motivation

emotional and mental forces that influences the directions of ones behavior

Elements of Work Motivation

direction of behavior, level of effort, level of persistence

Direction of behavior

the behaviors a person perform in an organization

Level of Effort

How hard does a person work to perform a chosen behavior?

level of persistence

When faced with obstacles, roadblocks, and stone walls, how hard does a person keep trying to perform a chosen behavior successfully?

intrinsic motivation

A desire to perform a behavior for its own sake

extrinsic motivation

a desire to perform a behavior to receive promised rewards or avoid threatened punishment

Theories of Work Motivation

• Need theory

• Maslow's Hierarchy of Needs

• Aldefer's ERG theory

• Expectancy theory

explain why people behave the way they do.

Maslow's Hierarchy of Needs

have 5 universal needs that each human needs.

(level 1) Physiological Needs, (low)

(level 2) Safety and Security,

(level 3) Relationships, Love and Affection,

(level 4) Self Esteem,

(level 5) Self Actualization (high)

Physiological needs (Maslow's Hierarchy of Needs)

the most basic human needs to be satisfied- water, food, shelter, and clothing

Safety Needs (Maslow's Hierarchy of Needs)

security, safety

Belongingness needs (Maslow's Hierarchy of Needs)

need for social interaction, love and affection

Esteem needs (Maslow's Hierarchy of Needs)

Feeling good about yourself and accepting a realistic view of your strengths and weaknesses (ex. promotion)

self-actualization (Maslow's Hierarchy of Needs)

the process by which people achieve their full potential

Need Theory

A group of theories about work motivation that focuses on employees' needs as the sources of motivation

Aldefer's ERG Theory

Individuals are motivated by three primary needs: existence (basic physical needs), relatedness (connection with others), and growth (personal development)

existence needs (lowest level need)

basic needs for food, water, clothing, shelter, and a secure and safe environment

relatedness need (medium level need)

connection with others

Growth needs ( Highest level need)

the needs for self-development and creative and productive work (improving skills and abilities)

Maslow's Hierarchy of Needs vs Aldefer's ERG theory

Maslow's- believes that a low level need must be satisfied before a higher need level can be a motivator

Aldefer's- believes that a higher level can be a motivator even if a low level one can be satisfied

Expectancy Theory

the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

5 basic components of expectancy theory

1. Outcomes

2. Valence

3. Instrumentality

4. Expectancy

5. Force

Outcomes

the results or consequences

valence

the value an outcome holds for the person contemplating it

instrumentality

that performance will lead to outcomes

expectancy

effort will lead to completing performance

Force

how motivated we are to do somethings

Force= Expectancy(sum of valence times instrumentality)

Equity theory

a theory that states that people will be motivated when they perceive that they are being treated fairly (fairness between outcomes and inputs)

overpayment inequity

The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent.

- If you are doing bad then referent but getting treated the same

underpayment inequity

The inequity that exists when a person perceives that his or her own outcome-input ratio is less than the ratio of a referent.

-If you are doing better then referent but getting treated the same

ways to restore equity

1. change your inputs or outcomes

2. change the referent's inputs or outcomes

3. change perceptions of the situation

4. change the referent

5. leave the job or organization

organizational justice theory

an employee's perception of overall fairness in his or her organization

addresses the question: are the procedures used to assess inputs and performance fair and are the employees treated with respect, do managers provides adequate explanations of their decisions

forms of organizational justice

distributive, procedural, interpersonal, informational

Distributive Justice

fairness of the amount and allocation of rewards among individuals

Procedural Justice

fairness of the procedures used to determine the distribution of rewards

Interpersonal Justice

the degree to which employees are treated with dignity and respect

Informational Justice

A person's perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them

Goal Setting Theory

a theory that says that specific and difficult goals, with feedback, lead to higher performance

Difficult goals affect motivation and performance by

1. directs employees attention and action to goal relevant activities

2. causes higher level of effort

3. develop action plans to achieve goals

4. persist in the face of obstacles

limits to goal setting theory

don't have the skills

difficult tasks that need all their attention

when they need to be creative

Management by Objectives (MBO)

A goal-setting process in which a manager meets with his or her supervisor to set goals and evaluate the extent to which previously set goals have been achieved

leadership

"is the most observed and least understood phenomenon on earth"

Book: influence by one member of a group or organization to help achieve its goals

The Great "Man" Theory

talks about how many changed history aka the sexist theory

Early Approaches to Leadership

trait model and behavior model

considered as a whole, they provide a better understanding of how a person can become a better leader

the leader trait approach

the following traits seem to have the strongest relationship to an effective leadership:

1. Intelligence

2. Task-relevant knowledge

3. Dominance

4. Self-confidence

5. Energy/activity levels

6. Tolerance for stress

7. Integrity & honesty

8. emotional maturity

Intelligence

solve complex problems

Task-relevant knowledge

nows what they are doing and has to do

Dominance

To have control or authority over others

Self-confidence

helps the leader motivate and influence followers

Energy/activity levels

helps leader to deal with many demands

Tolerance for stress

Promotes a leader's ability to deal with the uncertainty or ambiguity inherent in any complex decision-making situation

Integrity and honesty

helps them behave ethically

emotional maturity

proves that the leader is not self centered

The leader behavior approach

Concerned with what leaders do rather than what their personal characteristics might be.

the Ohio state studies

The leader behavior description questionnaire (LBDQ)

Two key dimensions: Initiating structure behavior & consideration behavior

Initiating structure behavior

behavior that leaders engage in to make sure that work gets done and subordinates perform their job acceptably

Consideration behavior

behavior indicating that a manager trusts, respects, and cares about subordinates

leader reward behavior

a leader's positive reinforcement of subordinates' desirable behavior

leader punishing behavior

a leader's negative response to subordinates' undesired behavior

Fiedler's Contingency Theory

leader effectiveness is determined by both the personal characteristics (leadership style) and the situations in which leaders find themselves in (situational favorability)

Least Preferred Coworker (LPC)

a scale to measure leadership style: think about the least person you would want to work with (AKA SHERRY- for me)

Situational Characteristics

three characteristics determine how favorable situaitions are for leading: Leader-Member Relations, Task structure and Position Power

Leader-Member Relations

The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading.

Task Structure

The extent to which the work to be performed is Cleary defined ; a determinant of how favorable a situation is for leading.

Position Power

the degree to which leaders are able to hire, fire, reward, and punish workers, if power is high then the situation is more favorable.

the contingency model

according to fiedler's theory, task oriented leaders (low LPC) are more effective in situations that are very favorable to very unfavorable

and relationship-oriented leaders (High LPC) are most effective in moderately favorable situations

Does it work? fiedler's contingency theory

held up best for for high and low favorability (low LPC)

worked but bit as well in moderately favorable situations

social or environmental engineering

if you are mismatched then you either change the situation or put the person in the right situations

House Path-Goal Theory

suggest that effective leaders follow three guidelines to motivate their followers based on the expectancy theory

House identified four leadership behaviors

directive behavior- lets them know what tasks need to be performed (similar to initiating structure)

Supportive behavior- lets them know that leaders care (similar to consideration)

Participative behavior- lets subordinates get involved in decisions that affect them

Achievement- oriented behavior- pushes subordinates to do their best.

Leader-Memeber Exchange Theory

describes the different kinds of relationships that may develop between the leader and subordinate

Vroom -Yetton model: decision-making

describes the different ways a leader can make decisions and guides leaders in determining the extent to which subordinates should participate in decision making

4 different decision-making styles

Autocratic: leaders make decision without input form subordinates

Consultative: subordinates have some input but leader makes decision

Group: the group makes the decision, leader is just another one of the group members

Delegated: leader makes subordinate foley responsible for making the decision.

Charisma/ transformational leadership

charisma: have a vision of how good a things could be in contrast to how things are currently are

Transformational: transforms or changes that result in followes to trust their leader

Transactional Leadership

leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance

the decision making process

non-programmed decisions that involve the search for new important information

the classical model of decision making

A prescriptive model- it describes how people should make decisions,

two assumptions: people have all the information they need to make a decision and people will make a decisions by the choosing the best possible outcome.

March and Simon's administrative model of decision making

is descriptive - it explains how people actually make decisions

people choice to make decisions based on their own personal preferences

Satisficing

Choosing an acceptable solution rather than the best solution. (picking an criteria that the choice will satisfy

bounded rationality

the fact that people only have a limited ability to process information to solve a problem.

Two general decision making approaches

1. Algorithmic- a systematic method that will yield a correct results

heuristics- a mental shortcut that helps use make a decisions & judgments quickly

Heuristics

rule of thumb that simplify decision making

availability heuristic

an event that is easy to remember is likely to have occurred more frequently then an event that is difficult to remember

what comes to mind quickly can be deemed significant sometimes incorrectly

representativeness heuristic

the tendency to predict the likelihood of an event occurring in the future because its similar to events that happened in the past.

we sometimes ignore the base rate frequency

base rate

the actual frequency with which an event occurs

anchoring and adjustment heuristic

you make an assessment by starting from an initial anchor and then make adjusting to make a final decisions

inappropriate decisions when initial amounts are two high to two low

the gamblers fallacy

impose order- in a sequence of random events outcomes & prior events effect the probabilities of future events

the hindsight bias

I knew it all along phenomenon; when knowledge of an outcome increases a persons belief about the degree to which she/he would have been right w/out the benefit of that knowledge

Overconfidence

Tendency to overestimate our ability to make correct predictions

estimate of your ability > actual ability

Framing

subtel aspect of decision represented reasons

loss aversion

people feel worse about losing than gaining the same amount

other decision making errors

a. large losses are seen as disproportionally more serious then small losses

b. the utility of a specific gain depends on your starting point

c. biases in the perception of probability

the gamblers fallacy

there is a tendency to overestimate rare probabilities and underestimate very frequently ones

stress

the negative psychological and physiological process that occurs as individuals try to adjust or deal with stressors

stressors

specific events or chronic pressures that place demands on a person or threaten the person's well-being

stress res

physiological , psychological and behavioral

Physiological response to stress

flight or fight responses- sleep disturbance, sweaty palms and etc,

psychological response to stress

stressful feelings and emotions: bad mood, feeling angry and etc

behavioral responses to stress

consequence of stress on performance

an inverted U: up to point A is positive stress AND beyond point A is negative stress

burnout

state of emotional, mental, and even physical exhaustion