Beruflich Dokumente
Kultur Dokumente
organizational behavior
stephen p. robbins
Chapter 6
OBJECTIVES LEARNING
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O B J E C T I V E S (contd)
LEARNING
10. Explain how the contemporary theories of motivation complement each other.
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Defining Motivation
Motivation The processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. Key Elements 1. Intensity: how hard a person tries 2. Direction: toward beneficial goal 3. Persistence: how long a person tries
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Self-Actualization
The drive to become what one is capable of becoming.
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Higher-Order Needs
Needs that are satisfied internally; social, esteem, and self-actualization needs.
Source: Motivation and Personality , 2nd ed,, by A.H. Maslow, 1970. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.
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Theory Y
Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.
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Hygiene Factors
Factorssuch as company policy and administration, supervision, and salarythat, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.
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Factors characterizing events on the job that led to extreme job satisfaction
Source: Reprinted by permission of Harvard Business Review. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, SeptemberOctober 1987. Copyright 1987 by the President and Fellows of Harvard College: All rights reserved.
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Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development.
2005 Prentice Hall Inc. All rights reserved.
Concepts:
More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lowerlevel need increases.
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nPow
nAch
nAff
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The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.
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Reinforcement Theory
The assumption that behavior is a function of its consequences.
Concepts: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated.
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3. Task significance
4. Autonomy 5. Feedback
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Increases in these psychological states result in increased motivation, performance, and job satisfaction.
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Source: J.R. Hackman and G.R. Oldham, Work Design (excerpted from pp. 7880). 1980 by Addison-Wesley Publishing Co., Inc. Reprinted by permission of Addison-Wesley Longman, Inc.
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Task Identity
The degree to which the job requires completion of a whole and identifiable piece of work.
Task Significance
The degree to which the job has a substantial impact on the lives or work of other people.
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People who work on jobs with high core dimensions are generally more motivated, satisfied, and productive. Job dimensions operate through the psychological states in influencing personal and work outcome variables rather than influencing them directly.
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Equity Theory
Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
Referent Comparisons:
Self-inside Self-outside Other-inside Other-outside
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4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees
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Expectancy Theory
Expectancy Theory (Victor Vroom) 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.
PerformanceReward Relationship
The belief that performing at a particular level will lead to the attainment of a desired outcome.
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Performance Dimensions
Source: Adapted from M. Blumberg and C.D. Pringle, The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance, Academy of Management Review, October 1982, p. 565.
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