test 3

Big Five Personality Dimensions

1. extroversion
2. agreeableness
3. conscientiousness
4. emotional stability
5. openness to experience

core self-evaluation

Represents a broad personality trait comprising four positive individual traits:
(1) self-efficacy, (I can/can't do task)
(2) self-esteem, (I like/dislike myself)
(3) locus of control (I am/am not the captain of my fate)
(4) emotional stability (I'm fairly secure/insecure when working under pressure)

self-efficacy

belief in one's personal ability to do a task

Generalized self-efficacy

represents individuals' perceptions of their ability to perform across a variety of different situations
-career readiness competency desired by employers

What can managers do? (self efficacy)

•Assign jobs accordingly.
•Develop employees' self-efficacy and generalized self-efficacy by giving constructive pointers and positive feedback.
•Monitor employees to avoid learned helplessness by offering guided experiences, mentoring, and role modeling.

locus of control

indicates how much people believe they control their fate through their own efforts

self esteem

the extent to which people like or dislike themselves,

inernal locus of control

you beleive you control your desitiny

external locus of control

you believe external forces control you

high self esteem

more apt to handle failure better, emphasize the positive and to take more risks.

low self-esteem

○tend to focus more on one's weaknesses, may be more dependent on others.

what managers can do (locus of control)

○Employees with internal locus of control should be placed in jobs requiring high initiative, lower compliance.
○Employees with external locus of control better in structured jobs requiring greater compliance.
○Internals may prefer and respond more productively to incentives such as merit pay or sales commissions.

what managers do? (self esteem)

○Reinforce employees' positive attributes and skills.
○Provide positive feedback whenever possible.
○Break larger projects into smaller tasks and projects.
○Express confidence in employees' abilities to complete their tasks.
○Provide coaching when employees are struggling to complete task.

Perception

process of interpreting and understanding one's environment

perception process

1. selection attention
2. interpretation & evalution
3. storing in memory
4. retrieving from memory to make judgements & decsions

Stereotyping

Those sorts of people are pretty much the same."

IMPLICIT BIAS

"I really don't think I'm biased, but I just have a feeling about some people."

THE HALO EFFECT

"One trait tells me all I need to know."

THE RECENCY EFFECT

"The most recent impressions are the ones that count."

CAUSAL ATTRIBUTIONS

Inferring causes for observed behavior

5 distortions in perception

1- stereotyping
2- implicit bias
3- the halo effect
4- the recency effect
5- causal attribution

fundamental attribution bias

○People attribute another person's behavior to his or her personal characteristics rather than to situational factors.

Self-serving bias

○People tend to take more personal responsibility for success than for failure.

Self-Fulfilling Prophecy (Pygmalion Effect)

○by raising managers' expectations for individuals, higher levels of achievement productivity can be achieved.

○when managers expect employees to perform badly, they will. when you expect them to perform well, they will.

What can managers do?

Self-Fulfilling Prophecy (Pygmalion Effect)

○Create positive performance expectations.

○Recognize everyone has potential to increase performance.

○Introduce new employees if they have outstanding potential.

○Encourage employees to visualize successful execution of tasks.

○Help employees master key skills.

Organizational behavior (OB)

●Dedicated to better understanding and managing people at work.
●Tries to help managers explain and predict work behavior, so they can better lead and motivate their employees to perform productively.

VALUES:

consistent beliefs and feelings about all things

●Lifelong behavior patterns are dictated by values that are fairly well set by the time people are in their early teens.

●After that, however, one's values can be reshaped by significant life-altering events.

●From a manager's point of view, it's helpful to know that values represent the ideals that underlie how we behave at work.

ATTITUDES

consistent beliefs and feelings about specific things

●The three components of attitudes:

○Affective
○Cognitive
○Behavioral

●When attitudes and reality collide:

○Consistency and Cognitive Dissonance

BEHAVIOR

values and attitudes affect people's actions and judgments

●Values (global) attitudes (specific) generally in harmony, not always.

●A manager may put positive value on helpful behavior (global) yet have negative attitude toward helping unethical co-worker (specific).

●Together, however, values and attitudes influence people's workplace behavior—their actions and judgments.

EMPLOYEE ENGAGEMENT

An individual's involvement, satisfaction, and enthusiasm for work

●a person performing a work activity is full immersed in the activity, feeling full of energy and enthusiasm for the work."

●Employees more likely to become engaged when culture promotes employee development, recognition, trust.

what managers can do for employee engagement

●Managers can increase employee engagement with personal resource building, job resource building, leadership training, and health promotion interventions.

JOB SATISFACTION

●feel positively or negatively about various aspects of your work.

●how you feel about components, such as work, pay, promotions, coworkers, and supervision.

JOB SATISFACTION
Key correlates:

○Stronger motivation, job involvement, and life satisfaction.
○Less absenteeism, tardiness, turnover, and stress.

organizational commitment

reflects extent an employee identifies with an org. and is committed to its goals

●positive relationship between organizational commitment and job satisfaction, performance, turnover, and organizational citizenship behavior.

Stress

●The tension people feel when they are facing or enduring extraordinary demands, constraints, or opportunities and are uncertain about their ability to handle them effectively.

●Sources of stress:

○Personality
○The job itself (task demands)
○Role-related
○Work-family conflict
○Work relationships
○Organizational culture

Physically stress

●"the nonspecific response of the body to any demand made upon it."

Stressors

●hassles, or simple irritants, such as misplacing or losing things, having concerns about one's physical appearance, and having too many things to do.

Buffers

that managers can make to reduce the stressors that lead to burnout:

●Build resilience.

● employee assistance programs.

●Recommend holistic wellness approach.

●Create supportive environment.

●Make jobs interesting.

●career counseling available.

personal factors

a factor of motivation

personality, ability, core self-evaluations, emotions, attitudes, needs, values, work attitudes

contextual factors

a factor of motivation

organizational culture, cross-cultural values, physical environment, rewards and reinforcement, group norms, communication technology, leader behavior, organizational design, organizational climate,
job design,
HR practices

why motivation is important

Join your organization
Stay with your organization
Show up for work at your organization
Be engaged while at your organization
Do extra for your organization

simple model of motivation

unfulfilled need, motivation, behaviors, rewards, feedback

unfulfilled needs

desire is created to fulfill a need - as for food, safety, recognition

Motivation

you search for ways to satisfy need

behaviors

you choose a type of behavior you think might satisfy the need

rewards

two types of rewards satisfy needs- extrinsic or intrinsic

Feedback

reward informs you whether behavior worked and should be used again

4 major perspectives on motivation

1. content
2. process
3. job design
4. reinforcement

Content Theories

emphasize needs as motivators

Process Theories

theories focus on thoughts and perceptions that motivate behavior

job design theories

focus on designing jobs that lead to employee satisfaction and performance

Reinforcement Theory

based on the notion that motivation is a function of behavioral consequences and unmet needs

Maslow's Hierarchy of Needs

physiological, safety, love/belonging esteem,
self-actualization

content perspectives on motivation

theories that emphasize the needs that motivate people

content perspectives on motivation types

1.Maslow's hierarchy of needs theory.

2.McClelland's acquired needs theory.

3.Deci and Ryan's self-determination theory.

4.Herzberg's two-factor theory.

physiological needs

need for food, clothing, shelter, comfort, self preservation

ex: employers cover these with wages

safety need

need for physical safety, emotional security, avoidance of violence

ex: health insurance

love

need for friendship, affection

ex: office parties company softball teams, management retreats

esteem need

need for self-respect, status, reputation, recognition, self-confidence

ex: bonuses

self-actualization

need for self fulfillment increasing competence using abilities to fullest

ex: sabbatical

MCCLELLAND'S ACQUIRED NEEDS THEORY

●Three needs a major motives determining people's behavior in workplace:

achievement
afflication
power

Achievement:

desire to achieve excellence in challenging tasks.

Affiliation:

1.desire for friendly and warm relationships.

Power:

desire to influence or control others.

DECI and RYAN'S SELF-DETERMINATION THEORY

○Assumes people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs:

■Competence
■Autonomy
■Relatedness

○Focuses primarily on intrinsic motivation and rewards.

competence

●People need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills.

Autonomy

●People need to feel they have the freedom and the discretion to determine what they want to do and how they want to do it.

Relatedness

●People need to feel a sense of belonging, of attachment to others.

HERZBERG'S TWO-FACTOR THEORY

Two-factor theory
●Proposed that work satisfaction and dissatisfaction arise from two different factors
○work satisfaction - motivating factors
○work dissatisfaction - hygiene factors

Hygiene factors:

●associated with job dissatisfaction which affect the job context in which people work.

Motivating factors:

●associated with job satisfaction, which affects the job content or the rewards of work performance.

Process perspectives

Concerned with the thought processes by which people decide how to act.
How employees choose behavior to meet their needs.

Process theories:

Equity or justice theory.
Expectancy theory.
Goal-setting theory.

Equity theory

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships.

Inputs

Equity theory Key elements "what effort am I putting into work"

output

Equity theory Key elements "what am I getting out of it"

Comparisons

Equity theory Key elements "how are my inputs/outputs compare"

ORGANIZATIONAL JUSTICE

Area in equity research concerned with the extent to which people perceive they are treated fairly at work

Distributive justice
Procedural justice
Interactional justice

Distributive justice

reflects the perceived fairness of how resources and rewards are distributed or allocated.

Procedural justice

is defined as the perceived fairness of the process and procedures used to make allocation decisions.

Interactional justice

relates to the quality of the interpersonal treatment people receive when procedures are implemented.

FIVE PRACTICAL LESSONS FROM EQUITY AND JUSTICE THEORIES

1.Employee perceptions are what count.

2.Employees want a voice in decisions that affect them.

3.Employees should be given an appeals process.

4.Leader behavior matters.

5.A climate for justice makes a difference.

expectancy theory

Suggests that people are motivated by two things:
How much they want something.
How likely they think they are to get it.

expectancy
instrumentality
valence

Expectancy:

belief that a particular level of effort will lead to a particular level of performance.

Instrumentality

expectation that successful performance of the task will lead to the desired outcome.

Valence

the value a worker assigns to an outcome.

USING EXPECTANCY THEORY TO MOTIVATE EMPLOYEES

1.What rewards do your employees value?

2.What are the job objectives and the performance level you desire?

3.Are the rewards linked to performance?

4.Do employees believe you will deliver the right rewards for the right performance?

Goal-setting theory

Suggests that employees can be motivated by goals that are specific and challenging but achievable.

Four motivational mechanisms:

1.Directs your attention.
2.Regulates the effort expended.
3.Increases your persistence.
4.Fosters use of strategic and action plans.

learning goals

(goal orientation) focus on developing competence through new knowledge and skills

performance goals

(goal orientation) demonstrate and validate a competence we already have by seeking the approval of others.

JOB DESIGN PERSPECTIVES ON MOTIVATION

Division of an organization’s work among its employees.
The application of motivational theories to jobs to increase satisfaction and performance.

Two techniques:
Fitting people to jobs (scientific management).
Fitting jobs to people (enlargement or enrichment).

Reinforcement theory

Suggests that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated.
Pioneered by B.F. Skinner (operant conditioning) and Edward Thorndike (law of effect).

behavior modification.

Use of reinforcement theory to change human behavior

four types of reinforcement

Positive reinforcement
Negative reinforcement
Extinction
Punishment

Punishment

Weakening behavior by presenting something negative or withdrawing something positive.

Extinction

Weakening behavior by ignoring it or making sure it is not reinforced