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OBM Chapter 7 - Motivation Concepts

Terms in this set (16)

theory that says that specific and difficult goals, with feedback, lead to higher performance

intentions to work toward a goal are considered a major source of work motivation

specific, difficult, and feedback lead to higher performance. why?
1. specificity acts as an internal stimulus
2. difficult goals - once a hard task has been accepted, we can expect the employee to exert a high effort level
3. people do better when they get feedback, it helps identify discrepancies between what they've done and what they want to do next - feedback guides behavior
---- self-generated feedback is more powerful

Factors that influence goals-performance:
1. goal commitment
- person believes can accomplish and wants to
- public -- tell people about goals
- internal locus of control - your responsible, within your means, you are in control
- goals are self-set
- ability to accomplish

2. task characteristics
- goals affect performance more strongly when:
--- tasks are simple, well learned, independent, highly achievable

3. cultural differences
- important factors for goals
--- collectivist (moderate goals are more motivating) vs individualist
--- assigned goals = higher goal commitment in both cultures

promotion focus - striving for goals through advancement and accomplishment
prevention focus - striving for goals through duties and obligations

Implementing the Goals
- management by objectives (MBO) emphasizes participative-ly set goals that are: tangible, verifiable, and measurable
- four components
1. goal specific
2. participation in decision making
3. explicit time period
4. performance feedback
theory that says that individuals compare what they get from their job and what they put into it
- then they compare that to the ratio of others

if we believe the ratio is equal compared to others than equity exists and we judge the situation as fair

when we judge the situation as unfair, we alter our behavior or thoughts about the inequity and make one of the six choices:
1. change inputs
2. change outcomes
3. distort perceptions of self
4. distort perceptions of others
5. choose a different referent
6. leave the field

criticism of theory: doesn't always hold true, overpaid employee's behavior: tend to justify why they are paid more vs restoring the equity, also not everyone cares about inequity

Under this theory there is Organizational Justice
== an overall perception of what is fair in the workplace
== composed of:

1. distributive justice
** perceived fairness of the amount and allocation of rewards among individuals
** concerned with the fairness of outcomes such as pay and recognition
** WHAT is distributed
** perceived as fair if it's equitable

2. procedural justice
**fairness of process used
** HOW it was distributed
** if outcomes are favorable and individuals get what they want, they care less about the process

3. informational justice
** degree to which employees are provided truthful explanations for decisions

4. interpersonal justice
** the degree to which employees are treated with dignity and respect
** this justice is different than the others because it can occur in everyday situations, not only on big ticket outcomes

tied to motivation: if you see that there justice you'll continue to be motivated at work, the opposite is true