Chapter 9: Employee Motivation

individual differences that are most related to work motivation

behaviors that are not part of an employee’s job but which make an organization a better place to work

According to Korman’s Consistency Theory:

According to this theory, employees who feel good about themselves are motivated to perform better at work

According to this theory, employees try to perform at levels consistent with their self esteem level

According to Korman’s Consistency Theory, there are three types of self esteem, namely:

a type of self esteem that refers to the positive or negative way in which a person views herself, as a whole

a type of self esteem that refers to the person’s feeling about himself in a particular situation

a type of self esteem that refers to the positive or negative way in which a person based their view on the expectations of other people

the idea that people behave in ways consistent with their self-image

a phenomenon that occurs when performance is affected by the self-expectations

a phenomenon that occurs when performance is affected by the expectation of other people

refers to the phenomenon in which the higher the expectations placed on people the better is their execution of work

a phenomenon that occurs when negative or lower expectations is placed upon an individual by other people or themselves

A measure of an individual orientation and level of intrinsic versus extrinsic motivation

A theory that employees can be motivated by monitoring their own progress towards goals they set and adjusting their behavior to reach those goals

a theory that suggests that certain job characteristics of a job will make the job more or less satisfying, depending on the particular needs of the worker

according to this theory, employees desire jobs that are meaningful, provide them autonomy, and feedback

According to job characteristics theory, the motivational potential of the job are:

the number of different activities, skills, and talents the job requires

the degree to which a job requires completion as a whole, identifiable piece of work

the job’s impact on the lives or work of other people, within or outside the organization

the degree of freedom, independence and discretion in scheduling work and determining procedures that the job provides

the degree to which carrying out the activities required results in direct and clear information about the effectiveness of the performance

a self report inventory consisting of short descriptive phrases about various job characteristics and provides useful information about perceptions of job characteristics

three aspects that are measured by Job Diagnostic Survey

the idea that reinforcement is relative within an individual and between individuals

a practice of rewarding performance of a very boring task by allowing us to perform less boring task is an example of

a rank order reinforcers for an individual

incentive plans that are designed to make high levels of individual performance financially worthwhile

Advantage of individual incentive plans

disadvantages of individual incentive plans

incentive plans in which employees are paid on the basis of how much they individually produce (i.e., commission, piecework, etc)

an incentive plan in which employees receive pay bonuses based on performance appraisal scores

incentive plans that are designed to get employees to participate in the success and failure of the organization

advantage of using group incentive plans

an group incentive plan in which employees are provided with a percentage of profits above a certain amount

a group incentive system in which employees are paid a bonus based on improvements in group productivity

the level of productivity before the implementation of gainsharing plan

a group incentive method in which employees are given the option of buying stock in the future at the price of the stock when the option were granted