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Motivation

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a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.

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Engagement

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term commonly used in the contemporary workplace to summarize motivation levels.

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Expectancy theory

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cognitive process that employees go through to make choices among different voluntary responses.

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Expectancy

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the belief that exerting a high level of effort will result in the successful performance of some task.

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Self-efficacy

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the belief that a person has the capabilities needed to execute the behaviors required for task success.

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Employees who feel more \"efficacious\" (that is, self-confident) for a particular task will tend to perceive

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higher levels of expectancy

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Past accomplishments

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the degree to which they have succeeded or failed in similar sorts of tasks in the past

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Vicarious experiences

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taking into account their observations and discussions with others who have performed such tasks.

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Verbal persuasion

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friends, coworkers, and leaders can persuade employees that they can \"get the job done\".

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Emotional cues

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feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels

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Instrumentality

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the belief that successful performance will result in some outcome(s).

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Valence

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reflects the anticipated value of the outcomes associated with performance.

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\"positively valenced\" outcomes

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Salary increases, bonuses, and more informal rewards.

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\"negatively valenced\" outcomes

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disciplinary actions, demotions, and terminations.

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Needs

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cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences.

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Extrinsic motivation

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motivation that is controlled by some contingency that depends on task performance. Outcomes: pay, promotions, praise, awards

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Intrisic motivation

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person does something for the joy of it. Motivation that is felt when task performance serves as its own reward. Outcomes: enjoyment, interestingness, personal expression, skills development

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Meaning of money

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degree to which they view money as having symbolic, not just economic, value.(e.g. achievement, respect, freedom)

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Goal setting theory

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views goals as the primary drivers of the intensity and persistence of effort.

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Specific and difficult goals

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Result in high levels of performance. Second most powerful motivating .

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Self set goals

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the internalized goals that people use to monitor their own task progress. As a self-set goal becomes more difficult, the intensity of effort increases, and the persistence of effort gets extended.

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Task strategies

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learning plans and problem-solving approaches used to achieve successful performance.

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Feedback

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updates on employee progress toward goal attainment.

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Task complexity

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reflects how complicated the information and actions involved in a task are, as well as how much the task changes.

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Goal commitment

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the degree to which a person accepts a goal and is determined to try to reach it.

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Strategies for fostering goal commitment

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rewards, publicity, support, participation, resources.

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S.M.A.R.T. goals

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goals that are specific, measurable, achievable, results-based, and time-sensitive goals. Omits the all important \"difficult\" characteristics.

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Equity theory

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A theory stating that people assess how fairly they have been treated according to two key factors: outcomes and inputs.

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Comparison others

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some person who seems to provide an intuitive frame of reference for judging equity. People used as a basis for comparison in making judgments of equity/inequity (ex. coworkers, people with a similar job/occupation, etc.)

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Equity distress

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an internal tension that can only be alleviated by restoring balance to the ratios. A person perceived that her/his colleague with the same education and experience is receiving more pay may have feelings of equity distress.

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Which motivating force has the strongest performance effect

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self-efficacy and competence.

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Phrases such as \"moving forward\", \"being on track\", and \"getting there\"convey a sense of

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Impact

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Participation

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is a strategy for fostering goal commitment which involves the collaboration of employees and leaders on setting the specific proficiency level and due date for a goal, so that they feel a sense of ownership over the goal.

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Motivation force equals zero

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if expectancy, instrumentality or valence is zero.

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Esteem

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Described as a need to hold a high evaluation of oneself and to feel effective and respected by others.

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Cognitive distortion

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A reevaluation of the inputs an employee brings to a job, often occurring in response to equity distress. It allows you to restore balance mentally, without altering your behavior in any way.

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Internal comparison

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meaning that they refer to someone in the same company.

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External comparison

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meaning that they refer to someone in a different company.

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psychological empowerment

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reflects an energy rooted in the belief that work tasks contribute to some larger purpose.

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Meaningfulness

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captures the value of a work goal or purpose, relative to a person's own ideals and passions.

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According to research , what aspect of motivation most likely has the highest impact on organizational commitment

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Meaningfulness.

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Employees who feel sense of equity on the job are more likely to engage in

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citizenship behaviors.

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Self-determination

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reflects a sense of choice in the initiation and continuation of work tasks. Employees with high levels of self-determination can choose what tasks to work on, how to structure those tasks, and how long to pursue those tasks. That sense of self- determination is a strong driver of intrinsic motivation.

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Competence

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captures a person's belief in his or her capability to perform work tasks successfully. Employees with a strong sense of competence (or self-efficacy) believe they can execute the particular behaviors needed to achieve success at work

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Impact

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reflects the sense that a person's actions \"make a difference\".

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According to the equity theory, which of the following emotions is likely to be seen in an employee whose ratio of outcomes to input is more than those of their comparison other?

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Guilty

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Stress

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psychological response to demands that possess certain stakes for the person and that tax or exceed the person's capacity or resources.

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Stressors

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Demands that cause people to experience stress

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Strains

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Negative consequences that occur when demands tax or exceed a person's capacity or resources.

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Transactional theory of stress

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a theory that explains how stressful demands are perceived and appraised, as well as how people respond to the perceptions and appraisals

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Primary appraisal

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When people first encounter stress, the process of ________is triggered.

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Benign job demands

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job demands that are not appraised as being stressful

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Hindrance stressors

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stressful demands that are perceived as hindering progress toward personal accomplishments or goal attainment

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Challenge stressors

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stressful demands that are perceived as opportunities for learning, growth, and achievement. Employees who experience higher levels of challenge stressors also tend to have higher levels of job performance and organizational commitment.

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Role conflict

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Conflicting expectations that other people may have of us.

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Role ambiguity

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Hindrance stressor involving a lack of information regarding what needs to be done in a role and unpredictability about consequences.

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Role overload

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number of demanding roles a person holds is so high that the person simply cannot perform some or all of the roles effectively.

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Daily hassles

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Hindrance stressor involving minor day-to-day demands that add up to prevent accomplishment of more important tasks.

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Time pressure

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a strong sense that the amount of time you have to do a task is just not quite enough

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Work complexity

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refers to the degree to which the requirements of the work, in terms of knowledge, skills, and abilities, tax or exceed the capabilities of the person who is responsible for performing the work

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Work responsibility

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the nature of the obligations that a person has toward others

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Work-family conflict

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refers to a special form of role conflict in which the demands of a work role hinder the fulfillment of the demands in a family role (or vice versa).

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Negative life events

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events such as a divorce or death of a family member that tend to be appraised as a hindrance

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Financial uncertainty

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refers to conditions that create uncertainties with regard to the loss of livelihood, savings, or the ability to pay expenses

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Family time demands

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reflect the time that a person commits to participate in an array of family activities and responsibilities

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Personal development

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participation in activities outside of work that foster growth and learning

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Positive life events

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nonwork challenge stressors that cause positive emotions, include things like marriage, pregnancy, addition of a new family member, and ending school. each associated with positive emotions

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Secondary appraisal

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Deciding how to deal with a potentially stressful situation.

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Coping

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behavior and thoughts that people use to manage both the stressful demands they face and the emotions associated with those stressful demands.

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Behavioral coping

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involves the set of physical activities that are used to deal with a stressful situation

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Cognitive coping

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the thoughts that are involved in trying to deal with a stressful situation

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Problem-focused coping

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Behaviors and cognitions intended to manage the stressful situation itself.

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Emotion-focused coping

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Various ways in each people manage their own emotional reactions to stressful demands.

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Burnout

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Emotional, mental, and physical exhaustion that results from having to cope with stressful demands on an ongoing basis.

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Type A Behavior pattern

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A behavior pattern marked by a sense of time urgency, impatience, competitiveness. Type A people are hard-driving, controlling, aggressive, and even hostile. considered a risk factor in coronary heart disease. They may be more prone to interpersonal conflict.

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Social support

answer

Help that people receive when they are confronted with stressful demands. There are two major types

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Instrumental support

answer

The help people receive from others that can be used to address a stressful demand directly

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Emotional support

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The help people receive in addressing the emotional distress that accompanies stressful demands.

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Presenteeism

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the practice of showing up for work but being too sick to be able to work effectively.

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Disposition-based trust

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Means that your personality traits include a general propensity to trust others.

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Cognition-based trust

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means that trust is rooted in a rational assessment of the authority's trustworthiness.

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Affect-based trust

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trust that depends on feelings toward the authority that go beyond rational assessment

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Trust propensity

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a general expectation that the words, promises, and statements of individuals and groups can be relied upon.

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Trustworthiness

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Characteristics or attributes of a person that inspire trust, including ability, benevolence, and integrity.

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Ability

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First dimension of trustworthiness defined as the skills, competencies, and areas of expertise that enable an authority to be successful in some specific area.

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Benevolence

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Second dimension of trustworthiness defined as the belief that the authority wants to do good for the trustor, apart from any selfish or profit-centered motives.

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Integrity

answer

Third dimension of trustworthiness defined as the perception that the authority adheres to a set of values and principles that the trustor finds acceptable.

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Distributive justice

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The perceived fairness of decision-making outcomes.

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Procedural justice

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The perceived fairness of decision-making processes.

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Interpersonal justice

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The perceived fairness of the treatment received by employees from authorities

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Interpersonal injustice

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Occurs when authorities are rude or disrespectful to employees, or when they refer to them with inappropriate labels.

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Abusive supervision

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the sustained display of hostile verbal and nonverbal behaviors, excluding physical contact

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Informational justice

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the perceived fairness of the communications provided to employees from authorities

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Trust

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defined as the willingness to be vulnerable to a trustee based on positive expectations about the trustee's actions and intentions.

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Justice

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reflects the perceived fairness of an authority's decision making

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Ethics

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reflects the degree to which the behaviors of an authority are in accordance with generally accepted moral norms

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Whistle-blowing

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occurs when former or current employees expose illegal or immoral actions by their organization.

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Four component model

answer

The four-component model of ethical decision making argues that ethical behaviors result from a multistage sequence beginning with moral awareness, continuing on to moral judgment, then to moral intent, and ultimately to ethical behavior.

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Moral awareness

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occurs when an authority recognizes that a moral issue exists in a situation or that an ethical code or principle is relevant to the circumstance

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Moral intensity

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captures the degree to which an issue has ethical urgency.

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Moral attentiveness

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captures the degree to which people chronically perceive and consider issues of morality during their experiences

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Moral judgment

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The second step needed to explain why an authority acts ethically is therefore moral judgment, which reflects the process people use to determine whether a particular course of action is ethical or unethical

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Cognitive moral development

answer

This theory argues that as people age and mature, they move through various stages of moral development—each more mature and sophisticated than the prior one.

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Moral principles

answer

serve as prescriptive guides for making moral judgments, with some of the most influential

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Moral intent

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reflects an authority's degree of commitment to the moral course of action

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Moral identity

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the degree to which a person self-identifies as a moral person.

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_____ is a facet of social pressure which determines the moral intensity of an issue.

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Proximity is a facet of social pressure that describes how near (in a psychological or physical sense) the authority is to those who will be affected

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Preconventional stage of moral development?

answer

right versus wrong is viewed in terms of the consequences of various actions for the individual. Relationships are based on self-interested, with little concern for loyalty, gratitude, or fairness.

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Conventional stage of moral development

answer

Right versus wrong is referenced to the expectations of one's family and one's society. People seek the approval of friends and family members, conforming to stereotypes about what's right. oncepts such as doing one's duty and maintaining the social order come to be valued for their own sakes

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Principled (or postconventional) stage of moral development

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Right versus wrong is referenced to a set of defined, established moral principles

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Disposition-based trust depends on the trustor's propensity to trust

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True

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four-component model of ethical decision making

answer

Moral awareness, moral judgment, moral intent, ethical behavior

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Learning

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reflects relatively permanent changes in an employee's knowledge or skill that result from experience

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Decision making

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which refers to the process of generating and choosing from a set of alternatives to solve a problem

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Expertise

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refers to the knowledge and skills that distinguish experts from novices and less experienced people

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Explicit knowledge

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is the kind of information you're likely to think about when you picture someone sitting down at a desk to learn.

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Tacit knowledge

answer

is what employees can typically learn only through experience. It's not easily communicated but could very well be the most important aspect of what we learn in organizations

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contingencies of reinforcement

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four specific consequences typically used by organizations to modify employee behavior

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Positive reinforcement

answer

occurs when a positive outcome follows a desired behavior. It's perhaps the most common type of reinforcement and the type we think of when an employee receives some type of \"reward.\" Increased pay, promotions, praise

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Negative reinforcement

answer

occurs when an unwanted outcome is removed following a desired behavior.

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two contingencies of reinforcement are designed to decrease undesired behaviors

answer

Punishment and extinction

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Punishment

answer

occurs when an unwanted outcome follows an unwanted behavior.

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Extinction

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occurs when there is the removal of a consequence following an unwanted behavior.

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schedules of reinforcement.

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the timing of when the contingencies are applied or removed

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Continuous reinforcement

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Reinforcing the desired response every time it occurs. is the simplest schedule

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Fixed interval schedule

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is probably the single most common form of reinforcement schedule.

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Variable interval schedule

answer

are designed to reinforce behavior at more random points in time.

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Fixed ratio schedules

answer

reinforce behaviors after a certain number of them have been exhibited.

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Variable ratio schedules

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A schedule in which the reinforcement is presented after a varying number of them have been exhibited.

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Social learning theory

answer

argues that people in organizations have the ability to learn through the observation of others

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behavioral modeling

answer

n employees observe the actions of others, learn from what they observe, and then repeat the observed behavior, they're engaging in behavioral modeling.

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learning orientation

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where building competence is deemed more important than demonstrating competence. \"Learning-oriented\" persons enjoy working on new kinds of tasks, even if they fail during their early experiences.

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performance-prove orientation

answer

focus on demonstrating their competence so that others think favorably of them.

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performance-avoid orientation

answer

focus on demonstrating their competence so that others will not think poorly of them

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Programmed decisions

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are decisions that become somewhat automatic because people's knowledge allows them to recognize and identify a situation and the course of action that needs to be taken.

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Intuition

answer

can be described as emotionally charged judgments that arise through quick, nonconscious, and holistic associations.

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Crisis situation

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is a change—whether sudden or evolving—that results in an urgent problem that must be addressed immediately.

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new, complex, and not recognized

answer

Decisions made by employees when a problem is new, complex, and not recognized

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rational decision-making model

answer

offers a step-by-step approach to making decisions that maximize outcomes by examining all available alternatives.

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Bounded rationality

answer

is the notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision.

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Satisficing

answer

results when decision makers select the first acceptable alternative considered

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Selective perception

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is the tendency for people to see their environment only as it affects them and as it is consistent with their expectations.

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Projection bias

answer

the belief that others think, feel, and act the same way they do

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Social identity theory

answer

holds that people identify themselves by the groups to which they belong and perceive and judge others by their group memberships

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Stereotype

answer

occurs when assumptions are made about others on the basis of their membership in a social group

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heuristics

answer

simple, efficient, rules of thumb that allow us to make decisions more easily.

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availability bias

answer

is the tendency for people to base their judgments on information that is easier to recall.

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Faulty attributions

answer

Another category of decision-making problems centers on how we explain the actions and events that occur around us.

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fundamental attribution error

answer

argues that people have a tendency to judge others' behaviors as due to internal factors

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self-serving bias

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occurs when we attribute our own failures to external factors and our own successes to internal factors

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Escalation of commitment

answer

refers to the decision to continue to follow a failing course of action

MAN 112- Chapters 5-8

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