MBA 704 CHAPTER 5&6
barriers to overcome between motivation and performance (front end) -
ANSWERS-1. doubts about ability, skill, or knowledge
2. the physical or practical possibility of the job
3. the interdependence of the job with other people or activities
4. ambiguity surrounding the job requirements
barriers to overcome between satisfaction and performance (back end) -
ANSWERS-1. determine what rewards each employee values
2. define desired performance
3. make desired performance attainable
4. link valued rewards to performance
Equity Theory of Motivation - ANSWERS-a major input into job performance and
satisfaction is the degree of equity (or inequity) that people perceive in their work
situation.
-serves as the foundation for the common thread of perceived fairness among
these dimensions of justice
-explains conditions under which the decision outcomes are perceived as being
fair to unfair
-supports a perception of distributive justice
,equity norm - ANSWERS-people review the inputs and outcomes of themselves
and others, and if inequity is perceived, they strive to restore equity
Distributive Justice - ANSWERS-is an individual's cognitive evaluation regarding
whether or not the amounts and allocations of rewards in a social setting is fair
--the belief that everyone should "get what they deserve"
procedural justice - ANSWERS-concerned with the fairness of the procedure used
to make a decision
-can raise issues of equality as opposed to equity
equality - ANSWERS-means that in a promotion situation, males and females and
all races would have equal opportunities to be selected, and that the criteria used
would not discriminate
equity - ANSWERS-the actual choice was fair, and that the criteria were correctly
applied and the most qualified individual was promoted
interactional justice - ANSWERS--between individuals
Attribution - ANSWERS-how people explain the cause of another's or their own
behavior.
, two general types:
-dispositional: ascribe a person's behavior to internal factors such as personality
traits, motivation, or ability.
-situational: attribute a person's behavior to external factors such as equipment
or social influence from others
attribution theory - ANSWERS-concerned with the relationship between personal
social perception and interpersonal behavior.
-concerned mainly with the cognitive processes by which an individual interprets
behavior as being cause by certain parts of the relevant environment. the "why"
questions of work motivation and organizational behavior
-consensus, consistency, and distinctiveness will affect the type of attributions
made
-relevant in goal-setting behavior, group performance, leadership behavior, poor
employee performance, and employee interpretations of human resource
practices that affect their satisfaction and commitment
assumptions:
1. we seek to make sense of our world
2. we often attribute people's actions either to internal or external causes
3. we do so in fairly logical ways
locus of control - ANSWERS-work behavior may be explained by whether
employees perceive their outcomes as controlled internally or externally
barriers to overcome between motivation and performance (front end) -
ANSWERS-1. doubts about ability, skill, or knowledge
2. the physical or practical possibility of the job
3. the interdependence of the job with other people or activities
4. ambiguity surrounding the job requirements
barriers to overcome between satisfaction and performance (back end) -
ANSWERS-1. determine what rewards each employee values
2. define desired performance
3. make desired performance attainable
4. link valued rewards to performance
Equity Theory of Motivation - ANSWERS-a major input into job performance and
satisfaction is the degree of equity (or inequity) that people perceive in their work
situation.
-serves as the foundation for the common thread of perceived fairness among
these dimensions of justice
-explains conditions under which the decision outcomes are perceived as being
fair to unfair
-supports a perception of distributive justice
,equity norm - ANSWERS-people review the inputs and outcomes of themselves
and others, and if inequity is perceived, they strive to restore equity
Distributive Justice - ANSWERS-is an individual's cognitive evaluation regarding
whether or not the amounts and allocations of rewards in a social setting is fair
--the belief that everyone should "get what they deserve"
procedural justice - ANSWERS-concerned with the fairness of the procedure used
to make a decision
-can raise issues of equality as opposed to equity
equality - ANSWERS-means that in a promotion situation, males and females and
all races would have equal opportunities to be selected, and that the criteria used
would not discriminate
equity - ANSWERS-the actual choice was fair, and that the criteria were correctly
applied and the most qualified individual was promoted
interactional justice - ANSWERS--between individuals
Attribution - ANSWERS-how people explain the cause of another's or their own
behavior.
, two general types:
-dispositional: ascribe a person's behavior to internal factors such as personality
traits, motivation, or ability.
-situational: attribute a person's behavior to external factors such as equipment
or social influence from others
attribution theory - ANSWERS-concerned with the relationship between personal
social perception and interpersonal behavior.
-concerned mainly with the cognitive processes by which an individual interprets
behavior as being cause by certain parts of the relevant environment. the "why"
questions of work motivation and organizational behavior
-consensus, consistency, and distinctiveness will affect the type of attributions
made
-relevant in goal-setting behavior, group performance, leadership behavior, poor
employee performance, and employee interpretations of human resource
practices that affect their satisfaction and commitment
assumptions:
1. we seek to make sense of our world
2. we often attribute people's actions either to internal or external causes
3. we do so in fairly logical ways
locus of control - ANSWERS-work behavior may be explained by whether
employees perceive their outcomes as controlled internally or externally
