Understanding Motivation, Leadership, and Group Dynamics in Organizations
Chapter 7: Motivation
Motivation: the processes that account for an individual’s intensity (how hard they try), direction (what they intend to do), and persistence of effort toward attaining a goal. Hierarchy of Needs: 5 needs humans are motivated to meet (Physiological, Safety, Social-belongingness, Esteem, Self-actualization). 2Factor Theory: Theory that job satisfaction is tied to intrinsic factors and dissatisfaction is extrinsic factors. Tof Needs: need for achievement, need for power, need for affiliation are 3 needs that explain motivation. Self-Determination Theory: employees’ well-being is influenced by autonomous or controlled motivation for certain job activities. Cognitive Evaluation Theory: extrinsic rewards reduce people’s intrinsic interest in a task. Self-Concordance Theory: people who pursue work goals that align with their interests and values are more satisfied with jobs. Regulatory Focus Theory: 2 categories for how people regulate thoughts and behaviors during goal pursuit. Job Engagement Theory: employees’ tendencies to experience positive moods and emotions are a key trait in predicting job engagement. Reinforcement Theory: behavior is a function of its consequences. Social Learning Theory: We can learn from observation and direct experience. Goal Setting Theory: Intentions to work toward a goal are a source of work motivation. Expectancy Theory: tendency to act in a certain way depends on expectation of outcome. Self-Efficacy Theory: Belief of being capable of performing a task. Equity Theory: Perception of fairness in rewards. Distributive Justice: perceived fairness among people. Procedural Justice: perceived fairness of process used to determine rewards. Interactional Justice: fairness of how individuals treat one another. Informational Justice: degree that employees are given truthful explanations for decisions. Interpersonal Justice: degree employees are treated with respect.
Chapter 8: Job Characteristics Model
Job characteristics model: describes jobs in 5 core job dimensions. Job rotation: Pros and Cons. Job Enrichment: adding high-level job responsibilities to a job. Relational Job Design: constructing jobs so employees see the positive difference in lives of others directly through their work.
Chapter 9: Group Dynamics
Group: two or more individuals interacting and independent who come together to achieve certain objectives. Formal groups: a designated work group defined by an organization’s structure. Informal groups: not defined by org structure. Group v Teams: both are groups of people but teams form a collective identity. Role perception: individual’s view of how to act in a given situation. Role expectations: how others believe one should act in a given situation. Psychological contract: unwritten agreement between employees and employers. Role conflict: individual is confronted by divergent role expectations. Interrole conflict: being a parent and employee. Status Characteristics Theory: status derives from power over others. Social Loafing: tendency to expend less effort when in a group. Cohesion: shared bond driving group members to work together. Group Decision Making: strengths and weaknesses. Social Identity Theory: individuals categorize themselves into social groups.
Traits of Leadership
Traits of Leadership: Focuses on personal qualities. Behavioral of Leadership: Initiating structure and Consideration. Situational Leadership: appropriate leadership depends on followers’ readiness. Leader-member Exchange Theory: leaders and followers have unique relationships. Charismatic Leadership: leaders act on the best interest of their companies. Transactional leadership: contingent reward for production/performance. Management by Exception: watch and search for deviations from rules/standards. Transformational Leadership: idealized influence and Inspirational Motivation. Authentic leadership: know who they are, use stories from their life to motivate people.
(Situational Leadership)
(Expectancy Theory)