Organizational Behaviour – Ch7 Ch8

CHAPTER 7 What is motivation? • Effort ? Intensity ? Persistence ? Direction ? Goals • Engagement What motivates people? • Needs ? Remember the determinants of satisfaction How to motivate? Employees need to see clear relationships between effort, performance, and desirable outcomes. Goals. To be treated fairly. Job design is a powerful motivator. Expectancy People are motivated to perform activities that they know they can accomplish and that lead to valued outcomes 3 core components 1. Expectancy ? Belief that effort -> performance 2. Instrumentality ? Belief that performance -> outcome 3. Valence ? Degree to which an outcome is valued EXTRINSIC vs. INTRINSIC Motivation Extrinsic Motivated by what my performance will lead to ® More money ® A promotion ® Praise from others ® More job security 2. Intrinsic Motivated by the work itself ® Personally meaningful work ® Work provides autonomy ® Work allows me to display my competence ® Work allows me to have impact Goal Setting • Goals are more motivating when: ? They are specific and measurable ? Time sensitive ? They are difficult - but not impossible ? People are committed to them ? Self-set goals, public statements and rewards ? People get feedback on their progress • WHAT MAKES GOALS MOTIVATING? -midterm • SMART goals Goal Setting Theory • Pitfalls of goal setting ? Goals narrow our focus • We'll be less satisfied/motivated if we believe we got less than we deserve ? Perceived Equity ? The distribution of rewards among employees · My outcomes/my inputs vs. others outcomes/others inputs · Components ? Outcomes ? Inputs ? Comparison other · Equity: ? My outcomes/my inputs = others outcomes/others inputs · Under compensation - Inequity ? My outcomes/my inputs < others outcomes/others inputs · Over compensation ? My outcomes/my inputs > others outcomes/others inputs Ways to Restore Equity · Modify ? Own I or O ? Comparison other's I or O · Change the comparison other · Leave the situation Psychological Empowerment P.228-231 Example MC Question Which scenario would likely lead to the highest increase in seasoned interior designers' motivation to do their work still? a) Being paid more than they think they deserve b) Being paid less than they think they deserve c) Being encouraged to do their best d) Explaining to them how their performance would lead to higher pay e) Being given the freedom to do their work the way they want CHAPTER 8 – LEARNING AND DECISION MAKING What is learning? A relatively permanent change in knowledge, skill or behaviour that occurs due to practice or experience What do employees learn? Practical Skills Intrapersonal Skills Working on yourself Meditation, mindfulness Interpersonal Between other people Organizational Cultural Awareness Explicit Knowledge <-> Tacit Knowledge Operant Learning: Behaviour -> Consequences The "consequences" either Increase the probability of behaviour OR Decrease the probability of behaviour   INCREASING the probability of behaviour Reinforcements- encourage good behaviour Positive Adding something positive after the behaviour Negative Removing something negative after the behaviour DECREASING the probability of undesirable behaviour Positive punishment Adding or giving something negative after behaviour Negative punishment Removing something positive after the behaviour - removing privileges (parents) Extinction Removing a positive outcome that used to follow undesirable behaviour SUMMARY Positive and Negative reinforcement Increase the likelihood of behaviour Positive and Negative punishment, and extinction Redue the likelihood of behaviour Schedules of reinforcement P.287-288 Goal orientation 290-291 CHAPTER 8 How do you know you trust another party? TRUST: Willingness to be vulnerable Based on positive expectations that the other party has good intentions and actions   Disposition Based trust - Judgement/Personality Rooted in personality Do you have a strong (or weak) disposition to trust others? To what extent do you disagree or agree that… One should be very cautious with strangers? Most experts tell the truth about the limits of their knowledge. Cognition Based Trust - Experience - Rational A person is deemed trustworthy when they provide evidence of… Ability Can I rely on this person' skills or knowledge? Benevolence Does this person want to do good for me? Integrity Does this person live by a desirable set of values/principles? Affect Based Trust - Emotional More emotional than rational May supplement the other types of trust   Types of Trust over Time (TIME QUESTION) NEW relationships - Disposition MOST relationships - Cognition FEW relationships - Affect   JUSTICE: Employees want to be treated fairly Being treated fairly increases trust in the other party Four justice considerations: Distributive justice How fair are the outcomes of the decision? Equity Equity - Similar outcomes for the same input EX. Finger at trump on bike. Fired. Man did the same thing. Not fired. Equality Need EX. Scholarship based on financial situation Procedural justice How fair is the process that was used to make the decision? Voice Correctability Consistency You work on commission and so does your friend. You were hired at the same time, same organization, same background. After getting your first paycheck, you realize you friend makes a higher commission than you do. Bias Suppression Manager gives brown eyed people less time to complete tasks. Representativeness Accuracy   DISTRIBUTIVE vs. PROCEDURAL JUSTICE When outcomes are favourable Procedures matter less When outcomes are NOT favourable Procedures matter more   Interpersonal - Interactional justice How fair is the interpersonal treatment? How fair is the information communicated? Justification truthfulness Informational - Interactional justice