Chapter 11 (2) & Chapter 12

Trends in workforce diversity

age, gender, race/ethnicity, sexual orientation, disabilities, & educational levels

Barriers to diversity

stereotypes and prejudices, fear of discrimination, resistance, negative climate, lack of support, hostile environment

Stress

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

Burnout

state of emotional, mental, and even physical exhaustion, expressed as listlessness, indifference, or frustration.

Sources of job related stress

demands created by individual differences, individual task demands, individual role demands, work-family conflict, group demands, organizational demands, demands created by schedules

Reducing stressors

building resilience, employee assistance, holistic wellness, supportive environment, interesting jobs, career counseling

Holistic wellness program

focuses on self-responsibility, nutritional awareness, relaxation techniques, physical fitness, and environmental awareness

Employee assistance programs

a host of programs aimed at helping employees to cope with stress, burnout, substance abuse, physical and mental health-related problems, family and marital issues, and any general problem that negatively influences job performance.

Motivation

psychological processes that arouse and direct goal-directed behavior

Extrinsic rewards

payoff, such as money, recognition, or encouragement, a person receives from others for performing a particular task

Intrinsic rewards

the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself

Motivation is important so that people

join, stay, work, are engaged, and put forth effort in your organization

Four major perspectives on motivation

content (needs), process, job design, & reinforcement theories

Content perspectives

need-based perspectives, are theories that emphasize the needs that motivate people

Maslow’s Hierarchy of Needs

physiological, safety, love, esteem, & self-actualization

McClelland’s acquired needs theory

three needs—achievement, affiliation, and power—are major motives determining people’s behavior in the workplace

Important assumptions for McClelland

needs are learned & one need often dominates

Deci & Ryan’s self-determination theory

assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three universal needs: competence, autonomy, and relatedness

Herzberg’s Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors—work satisfaction from motivating factors and work dissatisfaction from hygiene factors

Comparison of the content theories

Process perspectives

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

Equity/justice theory

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

Expectancy Theory

Vroom; deciding how much effort to exert in a specific task situation

Goal-setting theory

Locke & Latham; employees can be motivated by goals that are specific and challenging but achievable

Job design

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