Behavior in Organizations

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NynnEbpxl1986

Business Finance

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Use the following format to answer the questions.

§ Type the number of each question.

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§ HAQs are due as scheduled. (For credit, responses must be typed).

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1. Define employee engagement.

2. Explain how drives and emotions influence employee motivation, and summarize

Maslow’s needs hierarchy, McClelland’s learned needs theory, and four-drive theory.

3. Apply the expectancy theory model to explain employee motivation.

4. Outline organizational behavior modification (OBMod) and social cognitive theory and explain their relevance to employee motivation.

5. Summarize equity theory and describe ways to improve procedural justice.

6. Describethe characteristics of effective goal setting and feedback.

7. List the advantages and disadvantages of job specialization, and describe three ways to improve employee motivation through job design.

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McShane/Von Glinow M:OB 2e 5 Employee Motivation McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. Motivation Defined The forces within a person that affect the direction, intensity, and persistence of voluntary behavior.  Intensity -- effort level  Persistence – duration of effort  Direction – effort’s goal target 5-2 Employee Engagement  Individual’s emotional and cognitive (logical) motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals  High absorption in the work  High self-efficacy – believe you have the ability, role clarity, and resources to get the job done 5-3 1 Drives and Needs  Drives (primary needs, innate motives)  Hardwired brain characteristics (neural states) that energize individuals to maintain balance by correcting deficiencies  Prime movers of behavior by activating emotions  Needs  Goal-directed forces that people experience.  Drive-generated emotions directed toward goals  Goals formed by self-concept, social norms, and experience Drives and Emotions Needs Decisions and Behavior 5-4 Maslow’s Needs Hierarchy Theory Need to know Selfactualization Esteem Belongingness Safety Physiological Need for beauty  Seven need categories (five in a hierarchy)  Lowest unmet need is strongest. When satisfied, next higher need becomes strongest motivator  Maslow’s theory lacks empirical support:  People have different hierarchies  Needs strongly influenced by self-concept, personal values, and personality 5-5 What Maslow Contributed to Motivation Theory  Holistic perspective  Integrative view of needs  Humanistic perspective  Influence of social dynamics, not just instinct  Positive perspective  Pay attention to strengths (growth needs), not just deficiencies Abraham Maslow 5-6 2 Learned Needs Theory Needs can be “learned” -- strengthened through reinforcement, learning, and social conditions Three learned needs studied by McClelland  Need for achievement -- reach goals, take responsibility  Need for affiliation -- seek approval, avoid conflict  Need for power – control one’s environment  Successful entrepreneurs tend to have a high nAch  Successful leaders tend to have relatively low nAff and relatively high socialized nPow 5-7 Four Drive Theory of Motivation  Drive to acquire -- seek, acquire, control, retain objects or experiences  Drive to bond -- form social relationships and develop mutual caring commitments with others  Drive to comprehend -- satisfy our curiosity, know and understand ourselves and the environment  Drive to defend -- protect ourselves physically and socially Drive to Acquire Social norms Drive to Bond Personal values Past experience Mental skill set resolves competing drive demands Drive to Comprehend Goal-directed choice and effort Drive to Defend 5-8 How Four Drives Motivate  Four drives determine which emotions are automatically tagged to incoming sensory information  Drives generate independent and often competing emotions that demand our attention  Mental skill set relies on social norms, personal values, and experience to transform drive-based emotions into goaldirected choice and effort. Drive to Acquire Drive to Bond Drive to Comprehend Social norms Personal values Past experience Mental skill set resolves competing drive demands Goal-directed choice and effort Drive to Defend 5-9 3 Expectancy Theory of Motivation E-to-P Expectancy P-to-O Expectancy Valence Probability specific effort level will result in a specific level of performance Probability specific performance level will result in specific outcomes Anticipated satisfaction from the outcome Outcome 1 +/– Effort Performance Outcome 2 +/– Outcome 3 +/– 5-10 Expectancy Theory in Practice  Increasing E-to-P Expectancies  Hire, train, and match people to job requirements  Provide role clarity and sufficient resources  Provide behavioral modeling and coaching  Increasing P-to-O Expectancies  Measure performance accurately  Explain how rewards are linked to performance  Explain how rewards are caused by past performance  Increasing Outcome Valences  Ensure that rewards are valued  Individualize rewards  Minimize countervalent outcomes 5-11 A-B-Cs of Behavior Modification Antecedents Behavior Consequences What happens before behavior What person says or does What happens after behavior Machine operator turns off power Co-workers thank operator Example Warning light flashes 5-12 4 Four OB Mod Consequences  Positive reinforcement – any consequence that, when introduced, increases/maintains the target behavior.  Punishment – any consequence that decreases the target behavior.  Negative reinforcement –any consequence that, when removed, increases/maintains target behavior.  Extinction – when no consequence occurs, resulting in less of the target behavior 5-13 Social Cognitive Theory  Learning behavior outcomes  Observing consequences that others experience  Anticipate consequences in other situations  Behavior modeling  Observing/modeling behavior of others  Self-regulation  People develop goals, achievement standards, action plans  People anticipate consequences from others, not just own experiences  People reinforce their own behavior (selfreinforcement) 5-14 Organizational Justice Distributive justice  Perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others Procedural justice  Perceived fairness of the procedures used to decide the distribution of resources 5-15 5 Equity Theory Your Own Outcome/Input Ratio Comparison Other’s Outcome/Input Ratio Own outcomes Own inputs Other’s outcomes Compare own ratio with Other’s ratio Other’s inputs Perceptions of equity or inequity 5-16 Elements of Equity Theory Outcome/input ratio  inputs -- what employee contributes (e.g., skill)  outcomes -- what employee receives (e.g., pay) Comparison other  person/people against whom we compare our ratio  not easily identifiable Equity evaluation  compare outcome/input ratio with the comparison other 5-17 Correcting Inequity Tension Actions to correct underreward inequity Example Reduce our inputs Less organizational citizenship Increase our outcomes Ask for pay increase Increase other’s inputs Ask coworker to work harder Reduce other’s outputs Ask boss to stop giving preferred treatment to coworker Change our perceptions Start thinking that coworker’s perks aren’t really so valuable Change comparison other Compare self to someone closer to your situation Leave the field Quit job 5-18 6 Procedural Justice Perceived fairness of procedures used to decide the distribution of resources Higher procedural fairness with:  Voice  Unbiased decision maker  Decision based on all information  Existing policies consistently  Decision maker listened to all sides  Those who complain are treated respectfully  Those who complain are given full explanation 5-19 Effective Goal-setting Characteristics Specific – What, how, where, when, and with whom the task needs to be accomplished Measurable – how much, how well, at what cost Achievable – challenging, yet accepted (E-to-P) Relevant – within employee’s control Time-framed – due date and when assessed Exciting – employee commitment, not just compliance Reviewed – feedback and recognition on goal progress and accomplishment 5-20 Characteristics of Effective Feedback 1. Specific – connected to goal details 2. Relevant – Relates to person’s behavior 3. Timely – to improve link from behavior to outcomes 4. Credible – trustworthy source 5. Sufficiently frequent  Employee’s knowledge/experience  Task cycle 5-21 7 Strengths-Based Coaching  Maximizing the person’s potential by focusing on their strengths rather than weaknesses  Motivational because:  people inherently seek feedback about their strengths, not their flaws  person’s interests, preferences, and competencies stabilize over time 5-22 Job Design  Assigning tasks to a job, including the interdependency of those tasks with other jobs  Organization's goal -- to create jobs that can be performed efficiently yet employees are motivated and engaged 5-23 Job Specialization  Dividing work into separate jobs, each with a subset of tasks required to complete the product/service  Scientific management  Frederick Winslow Taylor  Champion of job specialization  Taylor also emphasized person-job matching, training, goal setting, work incentives 5-24 8 Evaluating Job Specialization Advantages Disadvantages  Less time changing activities  Job boredom  Discontentment pay  Lower training costs  Higher costs  Job mastered quickly  Lower quality  Lower motivation  Better person-job matching 5-25 Job Characteristics Model Core Job Characteristics Critical Psychological States Skill variety Task identity Task significance Meaningfulness Autonomy Responsibility General satisfaction Feedback from job Knowledge of results Work effectiveness Outcomes Work motivation Growth satisfaction Individual differences 5-26 Improving Task Significance Through Voice of the Customer Rolls Royce Engine Services improved task significance through their “Voice of the Customer” program, in which customers talk to production staff about how the quality of their engine maintenance work is important to customers. 5-27 9 Job Rotation  Moving from one job to another  Benefits Job ‘A’ 1. Minimizes repetitive strain injury 2. Multiskills the workforce 3. Potentially reduces job boredom Job ‘B’ Job ‘D’ Job ‘C’ 5-28 Job Enlargement  Adding tasks to an existing job  Example: video journalist Traditional news team Employee 1 Operates camera Employee 2 Operates sound Video journalist • Operates camera • Operates sound • Reports story Employee 3 Reports story 5-29 Job Enrichment Given more responsibility for scheduling, coordinating, and planning one’s own work 1. Clustering tasks into natural groups  Stitching highly interdependent tasks into one job  e.g., video journalist, assembling entire product 2. Establishing client relationships  Directly responsible for specific clients  Communicate directly with those clients 5-30 10
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Behavior in Organization
Thesis statement: Employee Motivation and Behavior together with the associated theories are
essential in explaining how employees behave.
1. Define employee engagement
2. Explain how drives and emotions influence employee motivation, and summarize
Maslow’s needs hierarchy, McClelland’s learned needs theory, and four-drive theory
3. Apply the expectancy theory model to explain employee motivation
4. Outline organizational behavior modification (OBMod) and social cognitive theory and
explain their relevance to employee motivation
5. Summarize equity theory and describe ways to improve procedural justice
6. Describe the characteristics of effective goal setting and feedback
7. List the advantages and disadvantages of job specialization, and describe three ways to
improve employee motivation through job design


Running head: BEHAVIOR IN ORGANIZATIONS

Behavior in Organizations
Institution Affiliation
Date

1

BEHAVIOR IN ORGANIZATIONS

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1. Define employee engagement
Employee engagement is the kind of relationship that exists between an organization and
its employees. It is defined as the level of enthusiasm and commitment that an empl...


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