I/O Psych pt 2

positive reinforcement

Desirable events strengthening tendency to respond ie a raise

negative reinforcement

creates the want to escape from the thing, strengthen behavior by avoidance of a negative state (ex. breaks and early dismissal)

Punishment

Unpleasant consequences to stop bad behavior

job satisfaction

feelings and attitudes towards a Jon (+/-)

Absenteeism

Predictor of Turnover

centralized communication network

directed via specific members

decentralized communication network

Communication can originate at any point

Motivation

Force that energizes

Need based theories

Theories by Maslow and Alderfer, creating a need hierarchy

Job Design Theories

Two factor theory, Job characteristics model

Behavior Based Theories

Reinforcement and Goal setting theories

Cognitive Theories

See people as rational beings when making decisions, Equity Theory and VIE Theory

Reinforcement theory

There are reinforces and punishments, uses organizational behavior modification programs and operon conditioning

Goal Setting theory

Get people committed to goals and working on them

Needs

Physiological and psychological deficiencies and needed to fulfill

Need Hierarchy Theory

A need based theory, order needs (high vs low) fulfilled step by step

Growth Needs

Higher order needs on hierarchy theory, works for high level employees best

Maslow's 5 Need Categories

Physiological Needs, Safety Needs, Love, Esteem, Self-Actualization

Alderfer's ERG Theory

Existence Needs, Relatedness needs, Growth Needs

Achievement Motivation Theory, McClelland

3 needs are most imprinted in worker motivation: Achievement, Power, Affiliation

Thematic Apperception Test (TAT)

Test where a photo is shown and takers must write a story based off what they see, a motivational profile

TAT Drawbacks

Unreliable, Higher scores means longer stories bias

Reasons why punishment is bad

- retaliation, resentment, ineffective supervisors

Fixed Interval schedule

Getting reward when at constant intervals of time

Variable Interval Schedule

Getting reward at changing intervals of time

Fixed Ratio Schedule

getting reward after a set amount of something performed

Variable Ratio Schedule

Getting reward after variable number of actions performed

Benefits of ratio schedules

Focus on execution of behavior and variable is high motivation

organizational behavior modification

moving from target behaviors to actions. Specify, Measure, Reward

Intrinsic Motivation

a desire to perform a behavior effectively for its own sake

extrinsic motivation

a desire to perform a behavior due to promised rewards or threats of punishment

self-determination theory

conditions leading to growth, 1. autonomy 2. competence 3. related ness, more autonomy more intrinsic motivation

Two Factor Theory

there are 2 facets that make satisfaction

Motivators

factors that increase job satisfaction and motivation when there, Increase level of responsibility

Hygienes

elements related to job context that, when absent, cause job dissatisfaction, not/having health insurance

Two Factor on keep satisfaction

Eliminate job dissatisfaction by providing hygienes and include motivations

Job Characteristics Model

a job design model that relates the role of job characteristics run influence on motivation

5 core job characteristics

1. skill variety (Meaningful Perception)
2. task identity (Meaningful Perception)
3. task significance (Meaningful Perception)
4. autonomy
5. feedback (Knowledge of results)

Motivational Potential Score (MPS)

a predictive index that suggests the motivating potential in a job

MPS formula

(skill variety + task identity + task significance)/3 x autonomy x feedback

growth need strength

the personal need and desire for personal growth on the job, moderator for Job Characteristics Model

Job Diagnostic Survey (JDS)

a questionnaire that measures 5 core job characteristics

job enrichment

redesigning jobs to increase amount of responsibility, give manager responsibilities to workers and improve motivation

Equity Theory

the idea that employees try to maintain equity between inputs and outcomes compared to others in similar positions

underpayment inequity

inputs > outcomes, lowers motivation

overpayment inequity

outcomes >inputs

Expectancy Theory VIE

workers weight costs and benefits before acting: valence, instrumentality, expectancy

VIE

Valence: Degree of desirability
Instrumentality: The effect that the behavior has on other outcomes
Expectancy: Effort to productivity

comparison other

some person who seems to provide an intuitive frame of reference for judging equity

employee engagement

when employees are connected to, satisfied with, and enthusiastic about their jobs, psychological state

inclusion

can be true self and accepted for it

global approach

views job satisfaction as an overall construct throughout the job

facet approach

views job satisfaction as made up of individual elements, or facets

Benefits of facet approach

Targeted, specific, detailed

Minnesota Satisfaction Questionnaire (MSQ)

a self-report measure of job satisfaction that breaks satisfaction down into 20 job facets, uses a scale of satisfaction and gives cost effective normative data

Job Descriptive Index (JDI)

a self-report job satisfaction rating scale measuring five job facets

Negative of JDI

Summing scores may not be the most accurate but are regular revised and improved

MSQ vs JDI

Not sure how many facets are needed

Good Job Performance causes a happy worker

Job Satisfaction Motto

Porter-Lawler Model

Job satisfaction and performance aren't linked directly
good performance -> rewards -> job satisfaction

organizational commitment

a worker's feelings and attitudes about the entire work organization

Organizational Commitment Questionnaire

15 item self measure for org. commitment

affective commitment

a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization

continuance commitment

organizational commitment based on the fact that an individual cannot afford to leave

normative commitment

a desire to remain a member of an organization due to a feeling of obligation

cognitive dissonance

unpleasant mental experience of tension resulting from two conflicting thoughts or beliefs

Turnover intention

job attitude reflecting how likely employees are to quit their current jobs as soon as they get the chance

Employee engagement

Reduces Turnover intention

Employees likely to turnover

productive employees with little rewards
Little influence and confidence in a new job

Job Rotation

Changes monotone aspect

Job Enlargement

increasing the number of different tasks in a given job by changing the division of labor w/o responsibility increase

skill-based pay

compensation system that pays employees for learning additional skills or knowledge, seen as fair

merit pay

a system of linking pay increases to ratings on performance appraisals

Downfalls of Merit Pay

Hard to be objective, may affect group dynamics

Percentage of pay increase to matter

greater than 7%

Gainsharing

group incentive program that measures improvements in productivity and effectiveness and compensates

profit sharing

incentive pay in which payments are a percentage of the organization's profits, works better in small companies

Benefits of profit sharing

Increases sense of ownership, increases motivation, commitment, and productivity

Employee ownership

a program where employees own all or part of an organization

direct ownership

employees as sole owners of org

Employee stock ownership

part of a benefit package and acquire shares over time (-expensive, +offset in commitment)

FSCC

Increase in commitment via: Financially rewarding, Substantial financial contributions, Committed Management, Communication

compressed workweek

compresses days of work but increased hours in a day (- exhausting)

flex time

A system of working that allows an employee to choose, within limits, the hours for starting and leaving work each day.

cafeteria-style employee benefits

programs that allow workers to choose the benefits that best meet their personal needs

Benefit Costs

Are increasing

positive affect

Pleasant emotions such as joy, happiness, and interest that affect workplace

8 Models of stress

- reaction to threats
- Not the right fit ( for the job)
- Stressful event vs confidence in handling it

Stressor

an event or situation that is seen as a threat

Worker stress

reaction to stress

Distress

negative stress

Eustress

positive stress

Arousal

up heart rate and blood pressure

Long term stress

perpetual process leading to turnover

Situational Stress

Conditions in environments in life that cause stress

Work Overload

work requires excessive output. effort ( e- overload) lowers work quality and increases dissatisfaction

Underutilization

feeling of too little work and not using knowledge

Interpersonal stress

stress arising from difficulties with others in the workplace

emotional labor

Demand of regulating emotions in workplace

Type A behavior pattern

a pattern of behavior characterized by competitiveness, achievement orientation, aggressiveness, hostility, restlessness, impatience with others, and inability to relax