Karteikarten
Organisational Behaviour - Chapter 5
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- 15.1 Define employee engagementThe employee's emotional and cognitive motivation, self-efficacy to perform the job, perceived clarity of the organisation's vision and his or her specific role in that vision, and belief that he or she has the resources to get the job done
- 25.2 Define employee drivesHardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energise individuals
- 35.2 Define needsGoal-directed forces that people experience
- 45.2 What role do drives, emotions, and needs play in motivation and behaviour?Drives generate emotions, needs are emotions focused towards a goal, and these, along with self-concept, social norms, and past experience, lead to decisions and behaviour
- 55.3 What are the 5 needs in Maslow's needs hierarchy, from bottom to top?Physiological
Safety
Belongingness
Esteem
Self-actualisation - 65.3 Name 2 other innate drives that do not fit within this hierarchyThe desire to know
The desire for aesthetic beauty - 75.3 According to Maslow, how do the needs in his hierarchy relate to each other?We are motivated simultaneously by several needs, but the strongest source is the lowest unsatisfied need at the time.
- 85.3 What are some limitations of Maslow's theory?It assumes a hierarchy. In reality, everyone individual needs can vary and can change over time.
- 95.3 What 3 needs make up McClellands learned needs theory?Need for Achievement (nAch)
Need for Affiliation (nAff)
Need for Power (nPow) - 105.3 Define the need for achievement (nAch)A need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success
- 115.3 Define the need for affiliation (nAff)A need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation
- 125.3 Define the need for power (nPow)A need in which people want to control their environment, including people and material resources, to benefit either themselves (personalised power) or others (socialised power)
- 135.3 What are the 4 drives in four-drive theory?Drive to acquire
Drive to bond
Drive to learn
Drive to defend - 145.3 How do these drives influence employee motivation?Drives create emotions based on incoming stimuli. Our mental skill set balances the incoming competing drive demands, influenced by social norms, personal values, and past experience. This leads to goal-directed choice and effort
- 155.3 Why are drives and needs theories useful in regards to motivating employees?Drives and needs theories attempt to identify things that influence an employees motivations and behaviours. By identifying these, it helps an organisation to offer opportunities to meet these drives, while also keeping them in balance.
- 165.4 Define expectancy theoryA motivatioion theory based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes
- 175.4 What are the 3 factors of expectancy theory?Effort to performance (E-to-P) expectancy
Performance to Outcome (P-to-O) expectancy
Outcome valence - 185.4 Define effort to performance (E-to-P) expectancyThe perception that your effort will result in a particular level of performance
- 195.4 Define performance to outcome (P-to-O) expectancyThe percieved probability that a specific behaviour or performance level will lead to a particular outcome
- 205.4 Define outcome valencesA valence is the anticipated satisfaction or dissatisfaction that an individual feels towards an outcome. Positive when consistent with our values and needs, negative if they oppose
- 215.4 How can E-to-P expectancies be increased?Match employees to jobs based on abilities and clearly communicate the tasks required. Behavioural modeling and supportive feedback strengthen belief that one can do a task
- 225.4 How can P-to-O expectancies be increased?Measure employees performance accurately and distribute rewards in relation to this. Explain how these are connected, use examples, illustrate behaviour.
- 235.4 How can Outcome valences be increased?Tailor rewards to individuals needs when possible and realistic
- 245.5 Define the ABC's of Organisational behaviour modificationAntecedent conditions before behaviour
Behaviour
Consequences of that behaviour - 255.5 What are the four types of consequences in this theory?Positive reinforcement
Punishment
Extinction
Negative reinforcement - 265.5 Define Social Cognitive TheoryA theory that explains how learning and motivation occur by observing and modelling others as well as by anticipating the consequences of our behaviour
- 275.5 What 3 elements of Social Cognitive Theory are most relevant to employee motivation?Learning behaviour consequences
Behaviour modelling
Self-regulation - 285.5 How are OB Mod and Social Cognitive Theory relevant to employee motivation?They explain how people learn probabilities of success and probabilities of various outcomes, and in turn motivation based on expectancy theory.
- 295.6 Define goal settingThe process of motivating employees and clarifying their role perceptions by establishing performance objectives
- 305.6 Name 7 characteristics of effective goalsSpecific
Measurable
Achievable
Realistic
Time-framed
Exciting
Reviewed - 315.6 Name 5 characteristics of effective feedbackSpecific
Relevant
Timely
Credible
Sufficiently frequent - 325.6 Define strengths-based coachingA positive organisational behaviour approach to coaching and feedback that focuses on building and leveraging the employee's strengths rather than trying to correct their weaknesses
- 335.7 Describe distributive justicePerceived fairness in the individual's ratio of outcomes to contributions compared with another's ratio of outcomes to contributions
- 345.7 Define equity theoryA theory explaining how people develop perceptions of fairness in the distribution and exchange of resources
- 355.7 What elements are compared in the equity theory model?An individuals outcome/input ratio is compared to a comparison other's outcome/input ratio, to result in a perception of equity or inequity
- 365.7 How does perceived inequity affect motivation?Perceived inequity leads to Inequity tension (negative emotions), which leads to a motivation to reduce this tension, and then actions to reduce the tension
- 375.7 What 7 actions can be taken to reduce inequity tension?Change our inputs
Change our outcomes
Change other's inputs
Change other's outcomes
Change our perceptions
Change comparison other
Leave the field - 385.7 Define procedural justicePerceived fairness of the procedures used to decide the distribution of resources
- 395.7 How can procedural justice be improved?Give employees 'voice'; they tend to feel better after speaking their mind.
Ensure decision makers are perceived as unbiased and consistent.
Provide full explanations of decisions.
Treat everyone with respect.
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- Organisational Behaviour Karteikarten am Organisational Behaviour - Chapter 5, erstellt von Neil Mcguinness am 09/04/2017.
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- Neil Mcguinness
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