Organizational Behavior Week 4 of notes
Organizational Behavior Week 4 of notes MGT 06300 - 6
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MGT 06300 - 6
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This 3 page Class Notes was uploaded by Nicole Rossi on Friday February 12, 2016. The Class Notes belongs to MGT 06300 - 6 at Rowan University taught by Yang Yang in Spring 2016. Since its upload, it has received 14 views. For similar materials see Organizational Behavior in Business, management at Rowan University.
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Date Created: 02/12/16
Notes for 2/11/16 Class Motivation Single Strongest Motivator at Work: Money Motivation: the forces within a person that affect direction, intensity, and persistence of voluntary behavior -Direction: what should I do? -Intensity: how hard should I work? -Persistence: how long should I work Theories: Approach: Theory: Personality Needs Theory Psychological Processes expectancy, OB, goal setting Cognitive Growth job design theory Social Equity theory Expectancy Theory: the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. 3 Components: Effortperformanceoutcome 1 or 2 or 3(+ or -) EPO in the Eye of the Beholder What matters? Employees perceptive of the answers to these questions, not the objective answers or manager’s answers. Why doesn’t anyone want my dollar? -you’re in the back row (E-P) -you don’t trust the prof (P-O) -it’s only a dollar (0) What Motivates Employees? (top 3) Managers: good wages, job security, promotion Employees: appreciation, feeling in on things, understanding attitudes Last 3 things that motivate managers(out of 10) are the top 3 for employees Maslow’s Need Hierarchy: (top to bottom) Self-Actualizationfulfillment Esteem-selfrespect Belongingnessfriendship Safetysecurity Physiologicalsurvival McClelland’s Need Theory: Achievement, Power, and affiliation are three important needs that help explain motivation. Managers have a higher need for power, and a low need for affiliation; moderate for achievement. (The check mark) OB Modification: Positive Reinforcementpositive behavior followed by positive consequences(bonuses) Negative Reinforcementpositive behavior followed by removal of negative consequences (stops nagging) Punishmentnegative behavior followed by negative consequences (demotes) Extinctionnegative behavior followed by removal of positive consequences (ignores) Content: what are the goals: (SMART goals): Specific: who, what, how, why Measurable: quantifiable lol Achievable: not too challenging Relevant: has to be relevant to the topic Time-framed: set up a deadline Process: how are goals achieved? expectancy beliefs goal commitment action plans Feedback: how am I doing? How to Enhance Goal Commitment: Make the goals public provide a clear statement of why the goal is important provide supportive supervision provide feedback on progress remove obstacles and distractions The Importance of Action Plans: People are more likely to attain goals when they are linked to specific action plans Forming an Action Plan: Specific, difficult goals, Action plans for breaking them up into manageable pieces The Dark Side of Goal-Setting: Tunnel Vision Decreased helping and cooperation Increased unethical behavior Equity Theory: Outcomes (Person) vs Outcomes (Other) Input (Person) vs Input (Other) Person will feel a psychological strain when inequity is perceived and try to establish equity by adjusting either behavior or perceptions. Ways of Restoring Equity: Alter actual inputs Alter perception of inputs Alter actual outputs Applying the Equity Theory: Who’s the Comparison other? Will behavior change or just perceptions? When will overreward lead to greater effort and “citizenship behavior” when to rationalization? When will underreward lead to reduced effort and when to “leaving the field”?
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