Difference between revisions of "OB motivation concepts"
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OB introductory concepts are those concepts that are related to the core of the organizational behavior science. The concepts below are taken from Organizational Behavior by Robbins and Judge (17th edition); Septem Artes Administrativi served as the primary source of illustrations.
Motivation
- Motivation. The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal.
- Hierarchy of needs. Abraham Maslow's hierarchy of five needs -- physiological, safety, social, esteem, and self-actualization -- in which, as each need is substantially satisfied, the next level becomes dominant.
rightHierarchy of needs - Two-factor theory (also known as motivation-hygiene theory). A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction.
- Hygiene factor. A factor -- such as company policy and administration, supervision, and salary -- that, when adequate in a job, placates workers. When these factors are adequate, people will not be dissatisfied.
- McClelland's theory of needs. A theory that states achievement, power, and affiliation are three important needs that help explain motivation.
- Need for achievement. The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed.
- Need for power. The need to make others behave in a way in which they would not have behaved otherwise.
- Need for affiliation. The desire for friendly and close interpersonal relationships.
- Self-determination theory. A theory of motivation that is concerned with the beneficial effects of extrinsic motivation.
- Cognitive evaluation theory. A version of self-determination theory that holds that allocating extrinsic rewards for behavior intristically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling.
- Self-concordance. The degree to which people's reasons for pursuing goals are consistent with their interests and core values.
- Goal-setting theory. A theory that says that specific and difficult goals, with feedback, lead to higher performance.
- Promotion focus. A self-regulation strategy that involves striving for goals through advancement and accomplishment.
- Prevention focus. A self-regulation strategy that involves striving for goals by fulfilling duties and obligations.
- Management by objectives. A program that encompasses specific goals, participatively set, for explicit time period, with feedback on goal progress.
- Self-efficacy theory. An individual's belief that he or she is capable of performing a task.
- Reinforcement theory. A theory that says that behavior is a function of its consequences.
- Behaviorism. A theory that argues that behavior follows stimuli in a relatively unthinking manner.
- Social-learning theory. The view that we can learn through both observation and direct experience.
- Equity theory. A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.
- Organizational justice. An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.
- Distributive justice. Perceived fairness of the amount and allocation of rewards among individuals.
- Procedural justice. The perceived fairness of the process used to determine the distribution of rewards.
- Informational justice. The degree to which employees are provided truthful explanations for decisions.
- Interpersonal justice. The degree to which employees are treated with dignity and respect.
- Expectancy theory. A theory that says that 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.
- Job engagement. The investment of an employee's physical, cognitive, and emotional energies into job performance.
Motivation applications
- Job design. The way the elements in a job are organized.
- Job characteristics model. A model that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.
- Skill variety. The degree to which a job requires a variety of different activities.
- Task identity. The degree to which a job requires completion of a whole and identifiable piece of work.
- Task significance. The degree to which a job has a substantial impact on the lives or work of other people.
- Autonomy. The degree to which a job provides substantial freedom and discretion to the individual in scheduling the work and in determining the procedures to be used in carrying it out.
- Feedback. The degree to which carrying out the work activities required by a job results in the individual obtaining direct and clear information about the effectiveness of his or her performance.
- Motivating potential score. A predictive index that suggests the motivating potential in a job.
- Job rotation. The periodic shifting of an employee from one task to another.
- Relational job design. Constructing jobs so employees see the positive difference they can make in the lives of others directly through their network.
- Flextime. Flexible work hours.
- Job sharing. An arrangement that allows two or more individuals to split a traditional 40-hour-a-week job.
- Telecommuting. Working remotely at least 2 days a week on a computer that is linked to the employer office.
- Employee involvement and participation. A participative process that uses the input of employees to increase employee commitment to organizational success.
- Participative management. A process in which subordinates share a significant degree of decision-making power with their immediate superiors.
- Representative participation. A system in which workers participate in organizational decision making through a small group of representative employees.
- Variable-pay program. A pay plan that bases a portion of an employee's pay on some individual and/or organizational measure of performance.
- Piece-rate pay plan. A pay plan in which workers are paid a fixed sum for each unit of production completed.
- Merit-based pay plan. A pay plan based on performance appraisal ratings.
- Bonus. A pay plan that rewards employees for recent performance rather than historical performance.
- Profit-sharing plan. An organization-wide program that distributes compensation based on some established formula designed around a company's profitability.
- Employee stock ownership plan. A company-established benefits plan in which employees acquire stock, often at below-market prices, as part of their benefits.
- Flexible benefits. A benefits plan that allows each employee to put together a benefits package individually tailored to his or her own needs and situation.
- Employee recognition program. A plan to encourage specific employee behaviors by formally appreciating specific employee contributions.
