7/29/2019 Chapter 4,5,6,7 PPT

1/74

Chapter 4:

Why Were Emotions Ignored in OB?

The Myth of Rationality

Emotions were seen as irrational

Managers worked to make emotion-free

environments

View of Emotionality

Emotions were believed to be disruptive

Emotions interfered with productivity

Only negative emotions were observed

Now we know emotions cant be separated from the

workplace4-1

7/29/2019 Chapter 4,5,6,7 PPT

2/74

What are emotions and Moods

Affect: A broad range of emotions that people

experience

Emotions

Intense feelings that are directed at someone orsomething

Moods

Feelings that tend to be less intense than

emotions and that lack a contextual stimulus

7/29/2019 Chapter 4,5,6,7 PPT

3/74

The Basic Emotions

While not universally accepted, there appear to be sixbasic emotions:

1. Anger

2. Fear

3. Sadness

4. Happiness

5. Disgust

6. Surprise

All other emotions are subsumed under these six

May even be placed in a spectrum of emotion:

Happiness surprise fear sadness angerdisgust4-3

7/29/2019 Chapter 4,5,6,7 PPT

4/74

Basic Moods: Positive and Negative Affect

Emotions cannot be neutral.

Emotions (markers) are grouped into general moodstates.

Mood states affect perception and therefore perceived

reality.

4-4

7/29/2019 Chapter 4,5,6,7 PPT

5/74

What Is the Function of Emotion?

Emotions can aid in our decision-making process.Many researchers have shown that emotions are

necessary for rational decisions

Thinking + Feelings Decision making

4-5

7/29/2019 Chapter 4,5,6,7 PPT

6/74

Sources of Emotion and Mood

Personality

There is a trait component affect intensity

Day and Time of the Week

There is a common pattern for all of us

Happier in the midpoint of the daily awakeperiod

Happier toward the end of the week

Weather

Illusory correlation no effect Stress

Even low levels of constant stress can worsenmoods

Social Activities 4-6

7/29/2019 Chapter 4,5,6,7 PPT

7/74

More Sources of Emotion and Mood

Sleep Poor sleep quality increases negative affect

Exercise

Does somewhat improve mood, especially for

depressed people

Age

Older folks experience fewer negative emotions

Gender Women tend to be more emotionally expressive, feel

emotions more intensely, have longer-lasting moods,

and express emotions more frequently than do men

Due more to socialization than to biology4-7

7/29/2019 Chapter 4,5,6,7 PPT

8/74

Emotional Labor

An employees expression of organizationally desiredemotions during interpersonal transactions at work.

Emotional Dissonance:

Employees have to project one emotion while

simultaneously feeling another Can be very damaging and lead to burnout

Types of Emotions:

Felt: the individuals actual emotions

Displayed: required or appropriate emotions Surface Acting: displaying appropriately but not

feeling those emotions internally

Deep Acting: changing internal feelings to

match display rules - very stressful4-8

7/29/2019 Chapter 4,5,6,7 PPT

9/74

Affective Events Theory (AET)

An event in the work environment triggers positive or

negative emotional reactions

Personality and mood determine response intensity

Emotions can influence a broad range of work variables

4-9

7/29/2019 Chapter 4,5,6,7 PPT

10/74

Implications of AET

1. An emotional episode is actually the result of a series of

emotional experiences triggered by a single event2. Current and past emotions affect job satisfaction

3. Emotional fluctuations over time create variations in jobperformance

4. Emotion-driven behaviors are typically brief and variable

5. Both negative and positive emotions can distractworkers and reduce job performance

Emotions provide valuable insights about behavior

Emotions, and the minor events that cause them, should

not be ignored at work; they accumulate4-10

7/29/2019 Chapter 4,5,6,7 PPT

11/74

Emotional Intelligence (EI)

A persons ability to:

Be self-aware Recognizing own emotions when experienced

Detect emotions in others

Manage emotional cues and information

EI plays an important role in job performance

EI is controversial and not wholly accepted

Case for EI:

Intuitive appeal; predicts criteria that matter; isbiologically-based.

Case against EI:

Too vague a concept; cant be measured; its validity is

suspect.4-11

7/29/2019 Chapter 4,5,6,7 PPT

12/74

OB Applications of Emotions and Moods

Selection

EI should be a hiring factor, especially for social jobs. Decision Making

Positive emotions can lead to better decisions.

Creativity

Positive mood increases flexibility, openness, andcreativity.

Motivation

Positive mood affects expectations of success;

feedback amplifies this effect. Leadership

Emotions are important to acceptance of messagesfrom organizational leaders.

4-12

7/29/2019 Chapter 4,5,6,7 PPT

13/74

More OB Applications of Emotions and Moods

Negotiation

Emotions, skillfully displayed, can affect negotiations Customer Services

Emotions affect service quality delivered to customerswhich, in turn, affects customer relationships

Emotional Contagion: catching emotions from others Job Attitudes

Can carry over to home, but dissipate overnight

Deviant Workplace Behaviors

Negative emotions lead to employee deviance (actions thatviolate norms and threaten the organization)

Managers Influence

Leaders who are in a good mood, use humor, and praise

employees increase positive moods in the workplace.4-13

7/29/2019 Chapter 4,5,6,7 PPT

14/74

Global Implications

Do people experience emotions equally?

No. Culture can determine type, frequency, and depthof experienced emotions

Do people interpret emotions the same way?

Yes. Negative emotions are seen as undesirable and

positive emotions are desirable

However, value of each emotion varies across cultures

Do norms of emotional expression vary?

Yes. Some cultures have a bias against emotionalexpression; others demand some display of emotion

How the emotions are expressed may make

interpretation outside of ones culture difficult4-14

7/29/2019 Chapter 4,5,6,7 PPT

15/74

Summary and Managerial Implications

Moods are more general than emotions and less contextual

Emotions and moods impact all areas of OB

Managers cannot and should not attempt to completely

control the emotions of their employees

Managers must not ignore the emotions of their co-workers

and employees

Behavior predictions will be less accurate if emotions are

not taken into account

4-15

7/29/2019 Chapter 4,5,6,7 PPT

16/74

Chapter 5: Personality and Values

What is Personality?

Personality: The sum total of ways in which an individualreacts and interacts with others.

Personality Traits: Enduring characteristics that describe an

individuals behavior.

Personality

DeterminantsHeredity

Environment

Situation

7/29/2019 Chapter 4,5,6,7 PPT

17/74

The Myers-Briggs Type Indicator

Personality Types

Extroverted vs. Introverted (E or I)

Sensing vs. Intuitive (S or N)

Thinking vs. Feeling (T or F)

Judging vs. Perceiving (P or J)

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics and

classifies people into 1 of 16 personality types.

7/29/2019 Chapter 4,5,6,7 PPT

18/74

Myers-Briggs

Sixteen

Primary

Traits

7/29/2019 Chapter 4,5,6,7 PPT

19/74

The Big Five Model of Personality Dimensions

-Extroversion: Sociable, gregarious, and assertive

-Agreeableness: Good-natured, cooperative, and

trusting.

-Conscientiousness: Responsible, dependable, persistent,

and organized.

-Openness to Experience

Imaginativeness, artistic, sensitivity, and intellectualism.

-Emotional Stability: Calm, self-confident, secure (positive)

versus nervous, depressed, and insecure (negative).

7/29/2019 Chapter 4,5,6,7 PPT

20/74

Major Personality Attributes Influencing OB

Locus of control (master of own fate)

Machiavellianism (ends justify means)

Self-esteem (like yourself)

Self-monitoring (adjust actions to fit-in)

Risk taking (ability to overcome fear)

Type A personality (I, Now, Do)

7/29/2019 Chapter 4,5,6,7 PPT

21/74

Locus of Control

Locus of Control: The degree to whichpeople believe they are masters oftheir own fate.

Internals: Individuals who believe that

they control what happens to them.

Externals: Individuals who believe that

what happens to them is controlled byoutside forces such as luck or chance.

7/29/2019 Chapter 4,5,6,7 PPT

22/74

Machiavellianism

Conditions Favoring High Machs

Direct interaction

Minimal rules and regulations

Emotions distract

Machiavellianism (Mach)

Degree to which an individual is pragmatic

(realistic), maintains emotional distance, and

believes that ends can justify means.

7/29/2019 Chapter 4,5,6,7 PPT

23/74

Self-Esteem and Self-Monitoring

Self-Esteem (SE): Individuals degree ofliking or disliking themselves.

Self-Monitoring:A personality trait that measuresan individuals ability to adjust his or her behaviorto external, situational factors.

7/29/2019 Chapter 4,5,6,7 PPT

24/74

Risk-Taking

High Risk-taking Managers

Make quicker decisions

Use less information to make decisions

Operate in smaller and more entrepreneurial

organizations Low Risk-taking Managers

Are slower to make decisions

Require more information before making decisions

Exist in larger organizations with stable environments

Risk Propensity

Aligning managers risk-taking propensity to job

requirements should be beneficial to organizations.

7/29/2019 Chapter 4,5,6,7 PPT

25/74

Personality Types

Type As

1. are always moving, walking, and eating rapidly;

2. feel impatient with the rate at which most events take place;

3. strive to think or do two or more things at once;

4. cannot cope with leisure time;

5. are obsessed with numbers, measuring their success in termsof how many or how much of everything they acquire.

Type Bs

1. never suffer from a sense of time urgency with itsaccompanying impatience;

2. feel no need to display or discuss either their achievements or

accomplishments;

3. play for fun and relaxation, rather than to exhibit their

7/29/2019 Chapter 4,5,6,7 PPT

26/74

Personality Types

Proactive Personality

Identifies opportunities, shows initiative, takes action,

and perseveres until meaningful change occurs.

Creates positive change in the environment,regardless or even in spite of constraints or obstacles.

7/29/2019 Chapter 4,5,6,7 PPT

27/74

Achieving Person-Job Fit

Personality Types

Realistic

Investigative

Social

Conventional

Enterprising

Artistic

Personality-Job Fit Theory(Holland)

Identifies six personality types

and proposes that the fit

between personality type andoccupational environment

determines satisfaction and

turnover.

7/29/2019 Chapter 4,5,6,7 PPT

28/74

HollandsTypology of

PersonalityandCongruentOccupations

7/29/2019 Chapter 4,5,6,7 PPT

29/74

Relationships among

OccupationalPersonality Types

The closer twofields are in thehexagon, the

more compatible

7/29/2019 Chapter 4,5,6,7 PPT

30/74

VALUES

What are VALUES?

Where do Values and attitudes originate?

7/29/2019 Chapter 4,5,6,7 PPT

31/74

Values

Values

Basic belief that a specific mode of conduct will

lead to a desired end state (Life, life after death)

Do Values change with time?

Value System

A hierarchy based on a ranking of an individuals values

in terms of their intensity.

7/29/2019 Chapter 4,5,6,7 PPT

32/74

Importance of Values

Provide understanding of the attitudes, motivation,

and behaviors of individuals and cultures.

Influence our perception of the world around us.

Represent interpretations of right and wrong.

Imply that some behaviors or outcomes are preferred

over others.

7/29/2019 Chapter 4,5,6,7 PPT

33/74

Types of Values- Rokeach Value Survey

Terminal Values

Desirable end-states of existence; the goals that a

person would like to achieve during his or her

lifetime.

Instrumental ValuesPreferable modes of behavior or means of

achieving ones terminal values.

7/29/2019 Chapter 4,5,6,7 PPT

34/74

Mean Value Rankings of

Executives, Union

Members, and Activists

7/29/2019 Chapter 4,5,6,7 PPT

35/74

Dominant Work Values in Todays Workforce

7/29/2019 Chapter 4,5,6,7 PPT

36/74

Values, Loyalty, and Ethical Behavior

7/29/2019 Chapter 4,5,6,7 PPT

37/74

Hofstedes Framework for Assessing Cultures

Power Distance: The extent to which a society accepts that

power in institutions and organizations is distributed unequally.

Individualism: The degree to which people prefer to act as

individuals rather than a member of groups.

Collectivism: A tight social framework in which people

expect others in groups of which they are a part to look

after them and protect them.

Achievement: The extent to which societal values are

characterized by assertiveness, materialism and competition.

7/29/2019 Chapter 4,5,6,7 PPT

38/74

HofstedesFramework (contd)

Nurturing: The extent to which societal values

emphasize relationships and concern for others.

Uncertainty Avoidance: The extent to which a society

feels threatened by uncertain and ambiguous

situations and tries to avoid them.

Hofstedes Research Highlights

China and West Africa - High on power distance

S and Netherlands scored lowMost Asian Countries were high on collectivism

US ranked highest on individualism.

China and Hong Kong had long term orientation

France and US had short term orientation.

Chapter 6: Perception and Individual Decision Making

7/29/2019 Chapter 4,5,6,7 PPT

39/74

Chapter 6: Perception and Individual Decision Making

What Is Perception, and Why Is It Important?

Peoples behavior is

based on their

perception of whatreality is, not on reality

itself.

The world as it is

perceived is the world

that is behaviorally

important.

Perception

A process by whichindividuals organize and

interpret their sensory

impressions in order to

give meaning to theirenvironment.

7/29/2019 Chapter 4,5,6,7 PPT

40/74

Factors That

Influence

Perception

7/29/2019 Chapter 4,5,6,7 PPT

41/74

Person Perception: Making Judgments About Others

Distinctiveness: shows different behaviors in differentsituations.

Consensus: response is the same as others to same situation.

Consistency: responds in the same way over time.

Attribution Theory: When individuals observe behavior, theyattempt to determine whether it is internally or externally

caused.

7/29/2019 Chapter 4,5,6,7 PPT

42/74

Errors and Biases in Attributions

Fundamental Attribution ErrorThe tendency to underestimate the influence of external

factors and overestimate the influence of internal factors

when making judgments about the behavior of others.Self-Serving Bias

The tendency for individuals to attribute their own

successes to internal factors while putting the blame for

failures on external factors.When judging themselves

7/29/2019 Chapter 4,5,6,7 PPT

43/74

Frequently Used Shortcuts in Judging Others

-Selective Perception: People selectively interpret what

they see on the basis of their interests, background,experience, and attitudes.

-Halo Effect: Drawing a general impression about an

individual on the basis of a single characteristic-Contrast Effects: Our evaluation of a persons characteristics

that are influenced by other persons in a similar situation

(public speakers)

-Projection: Attributing ones own characteristics toother people.

-Stereotyping: Judging someone on the basis of ones

perception of the group to which that person belongs.

7/29/2019 Chapter 4,5,6,7 PPT

44/74

Specific Applications in Organizations

Employment Interview

People are hired based on the perception of theinterviewer.

Performance Expectations

Self-fulfilling prophecy (Pygmalion effect): People

tend to meet leaders expectation

Ethnic Profiling

A form of stereotyping in which a group of

individuals is singled outtypically on the basis ofrace or ethnicity. (Usually for a negative cause)

7/29/2019 Chapter 4,5,6,7 PPT

45/74

Performance Evaluations

Appraisals are often the subjective (judgmental)

perceptions of the employees job performance by

the supervisor. Appraisals may be Subjective or Objective.

Objective appraisals meting a measurable goal

Employee Effort

Assessment of individual effort is a subjective

judgment subject to perceptual distortion and bias.

7/29/2019 Chapter 4,5,6,7 PPT

46/74

The Link Between Perceptions and Individual

Decision Making

Perception

of thedecisionmaker

Outcomes

Problem

Aperceiveddiscrepancy

between the current state of

affairs and a desired state.

Decisions

Choices made from among

alternatives developedfrom data perceivedasrelevant.

7/29/2019 Chapter 4,5,6,7 PPT

47/74

Assumptions of the Rational Decision-Making Model

Rational Decision- Making Model

Describes how individuals should behave in order to maximize

some outcome.

1. Define the problem.

2. Identify the decision criteria.

3. Allocate weights to the criteria.

4. Develop the alternatives.

5. Evaluate the alternatives.

6. Select the best alternative.

Steps in the Rational Decision-Making Model

7/29/2019 Chapter 4,5,6,7 PPT

48/74

The Three Components of Creativity

Creativity

The ability to produce

novel and useful ideas.

Three-Component

Model of Creativity

Proposition that individual

creativity requires expertise,creative-thinking skills, and

intrinsic task motivation.

How Are Decisions Actually Made in Organizations

7/29/2019 Chapter 4,5,6,7 PPT

49/74

How Are Decisions Actually Made in Organizations

-Bounded Rationality: Individuals make decisions by

constructing simplified models that extract the essentialfeatures from problems without capturing all their

complexity. (Hiring process- matching job description to

resume) Using short cuts, rule of thumb, gut feeling

How problems are identified

Visibility over importance of problem

Attention-catching, high profile problems

Desire to solve problems

Self-interest (if problem concerns decision maker)

Most significant decisions are made by judgment

Decision Tree

C Bi d E

7/29/2019 Chapter 4,5,6,7 PPT

50/74

Common Biases and Errors

Overconfidence Bias

Believing too much in our own decision competencies.

Anchoring Bias

Fixating on early, first received information.

Confirmation Bias

Using only the facts that support our decision (failureanalysis w/o customer input)

Availability Bias

Using information that is most readily at hand. (Car vs.Air)

Representative Bias

Assessing the likelihood of an occurrence by trying tomatch it with a preexisting category. (Coke Classic &New)

7/29/2019 Chapter 4,5,6,7 PPT

51/74

Common Biases and Errors (cont)

Escalation of Commitment (How could I bewrong?) Increasing commitment to a previous decision in spite

of negative information.

Randomness Error Trying to create meaning out of random events by

falling prey to a false sense of control or superstitions.

Hindsight Bias

Falsely believing to have accurately predicted theoutcome of an event, after that outcome is actuallyknown.

7/29/2019 Chapter 4,5,6,7 PPT

52/74

Intuition

Intuitive Decision Making

An unconscious process created out of distilledexperience.

Conditions Favoring Intuitive Decision Making

A high level of uncertainty exists

There is little precedent to draw on

Variables are less scientifically predictable

Facts are limited

Facts dont clearly point the way

Analytical data are of little use

Several plausible alternative solutions exist

Time is limited and pressing for the right decision

7/29/2019 Chapter 4,5,6,7 PPT

53/74

Decision-Style Model

Analytical = Higher

tolerance

Directive = Low

tolerance

Conceptual = creativesolutions

Behavioral = Avoid

conflict & seek

acceptance

The more rational your

thinking the lower your

tolerance for

ambiguous info

7/29/2019 Chapter 4,5,6,7 PPT

54/74

Organizational Constraints on Decision Makers

Performance Evaluation (what gets measured gets done)

Evaluation criteria influence the choice of actions. Reward Systems (PAC)

Decision makers make action choices that are favored by

the organization.

Formal Regulations

Organizational rules and policies limit the alternative

choices of decision makers.

System-imposed Time Constraints

Organizations require decisions by specific deadlines.

Historical Precedents

Past decisions influence current decisions.

Selection of Problems Time orientation

Importance of logic and rationality

Belief in the ability of people to solve problems

Preference for collective decision making

(decision making by Japanese managers is more group oriented)

Cultural Differences in Decision Making

Ethics in Decision Making

7/29/2019 Chapter 4,5,6,7 PPT

55/74

Ethical Decision Criteria

Utilitarianism

Seeking the greatest good for the greatest number-based on outcome.

Rights

Respecting and protecting basic rights of individuals

such as whistleblowers.

Justice

Imposing and enforcing rules fairly and impartially.

Ethics and National Culture There are no global ethical standards.

The ethical principles of global organizations must reflect

and respect local cultural norms to maintain high standards

and consistent practices.

7/29/2019 Chapter 4,5,6,7 PPT

56/74

Ways to Improve Decision Making

1. Analyze the situation and adjust your decision making

style to fit the situation.

2. Be aware of biases and try to limit their impact.3. Combine rational analysis with intuition to increase

decision-making effectiveness.

4. Dont assume that your specific decision style isappropriate to every situation.

5. Enhance personal creativity by looking for novel

solutions or seeing problems in new ways, and using

analogies.

d d i i d

7/29/2019 Chapter 4,5,6,7 PPT

57/74

Toward Reducing Bias and Errors

Focus on goals. Clear goals make decision making easier and help to

eliminate options inconsistent with your interests.

Look for information that disconfirms beliefs.

Overtly considering ways we could be wrong

challenges our tendencies to think were smarter than

we actually are.

Dont try to create meaning out of random events.

Dont attempt to create meaning out of coincidence.

Increase your options.

The number and diversity of alternatives generated

increases the chance of finding an outstanding one.

Chapter 7: Basic Motivation Concepts

7/29/2019 Chapter 4,5,6,7 PPT

58/74

p p

Defining Motivation

58

Key Elements

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal

3. Persistence: how long a person tries

Motivation

The processes that account for an individuals

intensity, direction, and persistence of efforttoward attaining a goal.

Hi h f N d Th (M l )

7/29/2019 Chapter 4,5,6,7 PPT

59/74

Hierarchy of Needs Theory (Maslow)

59

Hierarchy of Needs Theory

There is a hierarchy of five needsphysiological,safety, social, esteem, and self-actualization; aseach need is substantially satisfied, the next needbecomes dominant.

Self-Actualization: The drive to become what one iscapable of becoming.

Lower-Order Needs

Needs that are satisfied

externally; physiological

and safety needs.

Higher-Order NeedsNeeds that are satisfied

internally; social, esteem,

and self-actualization needs.

7/29/2019 Chapter 4,5,6,7 PPT

60/74

Theory X and Theory Y (Douglas McGregor)

60

Theory X

Assumes that employees dislike work, lackambition, avoid responsibility, and must bedirected and pushed to perform.

Theory Y

Assumes that employees like work, seek

responsibility, are capable of makingdecisions, and exercise self-direction and self-control when committed to a goal.

h ( d i k b )

7/29/2019 Chapter 4,5,6,7 PPT

61/74

Two-Factor Theory (Frederick Herzberg)

61

Two-Factor (Motivation-Hygiene) TheoryIntrinsic factors are related to job satisfaction, whileextrinsic factors are associated with dissatisfaction.

Hygiene Factors

Factorssuch as company policy and administration,supervision, and salarythat, when factors are adequate,people will not be dissatisfied.

Satisfaction and dissatisfaction are independentthereforeif you remove a dissatisfaction factor, you cannot conclude

that the person is satisfied.

Satisfiers and

7/29/2019 Chapter 4,5,6,7 PPT

62/74

Dissatisfiers

62

Factors characterizing

events on the job that led toextreme job dissatisfactionFactors characterizing

events on the job that

led to extreme job

satisfaction

ERG Th (Cl Ald f )

7/29/2019 Chapter 4,5,6,7 PPT

63/74

ERG Theory (Clayton Alderfer)

63

Core Needs

Existence: provision ofbasic materialrequirements.

Relatedness: desire forrelationships.

Growth: desire forpersonal development.

Concepts:

More than one needcan be operative at thesame time.

If a higher-level needcannot be fulfilled, thedesire to satisfy alower-level need

increases.

ERG Theory

There are three groups of core needs: existence,relatedness, and growth.

David McClellands Theory of Needs

7/29/2019 Chapter 4,5,6,7 PPT

64/74

David McClellands Theory of Needs

64

nAch

nPow

nAff

Need for Achievement

The drive to excel, toachieve in relation to aset of standards, to

strive to succeed.

Need for Affiliation

The desire forfriendly and closepersonal

relationships.

Need for Power

The need to makeothers behave in away that they wouldnot have behaved

otherwise.

7/29/2019 Chapter 4,5,6,7 PPT

65/74

Matching High Achievers and Jobs

65

7/29/2019 Chapter 4,5,6,7 PPT

66/74

Cognitive Evaluation Theory

66

Cognitive Evaluation Theory

Providing an extrinsic reward for behavior that had been

previously only intrinsically rewarding tends to decrease theoverall level of motivation.

The theory may only be relevant to

jobs that are neither extremely

dull nor extremely interesting.

G l S i Th (Ed i L k )

7/29/2019 Chapter 4,5,6,7 PPT

67/74

Goal-Setting Theory (Edwin Locke)

67

Goal-Setting Theory

The theory that specific and difficult goals, with

feedback, lead to higher performance.

Self-Efficacy

The individuals belief that he or she is capable

of performing a task.

Factors influencing the goalsperformance

relationship: Goal commitment, adequate self-efficacy,

task characteristics, and national culture.

R i f t Th

7/29/2019 Chapter 4,5,6,7 PPT

68/74

Reinforcement Theory

68

Concepts:Bevior is environmentally caused.

Behavior can be modified (reinforced) by providing(controlling) consequences.

Reinforced behavior tends to be repeated.

The assumption that behavior is a function of its

consequences. (Operant Conditioning)

Job Design Theory

7/29/2019 Chapter 4,5,6,7 PPT

69/74

Job Design Theory

69

Characteristics:

1. Skill variety

2. Task identity

3. Task significance

4. Autonomy

5. Feedback

Job Characteristics Model

Identifies five job

characteristics and their

relationship to personal and

work outcomes.

Social Information Processing

(SIP) ModelThe fact that people respond to

their jobs as they perceive them

rather than to the objective jobs

themselves.

Concept:

Employee attitudes and

behaviors are responses

to social cues by others.

7/29/2019 Chapter 4,5,6,7 PPT

70/74

Job Characteristics Model

Any job can be described in terms of 5 core dimensions:

Skill variety (use number of skills)

Task identity (identifiable whole or part)

Task Significance (importance) Autonomy (freedom to do)

Feedback (results)

70

7/29/2019 Chapter 4,5,6,7 PPT

71/74

-Distributive Justice

Perceived fairness of the amount and allocation of rewardsamong individuals.

Equity Theory (fairness)

Individuals compare their job inputs and outcomes with those of others andthen respond to eliminate any inequities.

-Procedural Justice

The perceived fairness of the process to determine thedistribution of rewards.

Equity Theory (contd)

7/29/2019 Chapter 4,5,6,7 PPT

72/74

72

Choices for dealing with inequity:

1. Change inputs (slack off)

2. Change outcomes (increase output)

3. Distort/change perceptions of self

4. Distort/change perceptions of others

5. Choose a different referent person

6. Leave the field (quit the job)

Propositions relating to inequitable pay:

1. Overrewarded hourly employees produce more than equitablyrewarded employees.

2. Overrewarded piece-work employees produce less, but do higherquality piece work.

3. Underrewarded hourly employees produce lower quality work.

4. Underrewarded employees produce larger quantities of lower-quality piece work than equitably rewarded employees

Expectancy Theory

7/29/2019 Chapter 4,5,6,7 PPT

73/74

Expectancy Theory

73

Expectancy Theory (Victor Vroom)Your willingness to act in a certain way depends on:

1. the strength of an expectation that the act will be

followed by a given outcome and2. on how attractive that outcome is to the individual.

7/29/2019 Chapter 4,5,6,7 PPT

74/74

Is Money the ultimate motivator or is it the root of all evil?

Value of Money