Organizational behavior chapter 6

Work motivation -- psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort, and the person's level of persistence
direction of behavior -- which behaviors does a person choose to perform an organization (example -- as an engineer take the time and effort to convince skeptical superiors of the need to change the design specifications for new product to lower production costs?)
Level of effort -- how hard does a person were to perform at a chosen behavior? (Example -- doesn't engineer prepare a report outlining problems with the original specifications, or does the engineer casually mention the issue when he or she bumps into a supervisor in the hall and hope that the supervisor will take the advice on faith?)
Level of persistence -- when faced with obstacles, roadblocks, and stone walls, how hard is a person keep trying to perform a chosen behavior successfully? (Example -- when the superior disagrees with the engineer and indicates that a change in specifications is a waste of time, does the engineer persists in trying to get the change implemented or give up despite his or her strong belief in the need for change?)
Intrinsically motivated work behavior -- behavior that is performed for its own sake
extrinsically motivated work behavior -- behavior that is performed to acquire material or social rewards or to avoid punishment
need theory -- a group of content theories about work motivation that focuses on employees need to as the source of motivation
need -- a requirement for survival and well-being

Maslow's hierarchy of needs
self actualization needs -- needs to realize once full potential as a human being
esteem needs -- needs to feel good about oneself and one's capabilities, to be respected, receive recognition and appreciation
belongingness needs -- need for social interaction, friendship, affection and love
safety needs -- needs for security, stability, and a safe environment
psychological needs -- basic needs for things such as food, water, and shutter that must be met in order to survive

Alderder's ERG theory
growth needs -- need for self-development creativeness and productive work
relatedness needs -- needs to have good interpersonal relations, to share thoughts and feelings, and to have open to a communication
existence needs -- basic needs for human survival such as the need for food, water, clothing, shelter, and a secure and safe environment

Expectancy theory -- a process theory about work motivation that focuses on how employees make choices among alternative behaviors and levels of effort
valence -- in expectancy theory, the desirability of an outcome to an individual
instrumentality -- in expectancy theory, a perception about the extent to which performance of one or more behaviors will lead to the attainment of a particular outcome
expectancy -- in expectancy theory, a perception about the extent to which effort will result in a certain level of performance

equity theory -- a process theory about work motivation that focuses on employees perceptions of the fairness of their work outcomes and inputs
outcome/input ratio -- in equity theory, the relationship between what an employee gets from a job (outcomes) and what the employee contributes to the job (inputs)
overpayment inequity -- the inequity that exists when a person perceives that his or her outcomes/input ratio is greater than the ratio of referent
underpayment inequity -- the inequity that exists when a person perceives that his or her outcomes/input ratio is less than the ratio of a referent
procedural justice theory -- a process theory about work motivation that focuses on employees perceptions of the fairness of the procedures used to make decisions about the distribution of outcomes

Summary

Work motivation explains why employees behave as they do. For prominent theories about work motivation -- need theory, expectancy theory, equity theory and procedual theory -- provide complementary approaches to understanding and managing motivation and organizations. Each theory answers different questions about the motivational process.

Work motivation is a psychological force within a person that determines the direction of the person's behavior in an organization, the person's level of effort, and the person's level of persistence and the face of obstacles. Motivation is distinct from performance; other factors besides motivation (for example, ability and task difficulty) influence performance.

Intrinsically motivated behavior is behavior performed for its own sake. Extrinsically motivated behavior is behavior performed to acquire material or social rewards or to avoid punishment.
Need theories of motivation identify the needs that employees are motivated to satisfy on the job. Two major need theories of motivation are Maslow's hierarchy of needs and Alderfer's existence- relatedness- growth theory.

Expectancy theory focuses on how employees decide what behaviors to engage in on-the-job and how much effort to exert. The three major concepts in expectancy theory are valence, instrumentality, and expectancy about the extent to which effort will result in a certain level of performance.

Equity theory proposes that employees compare their own outcome/input ratio to the outcome/input ratio of others. On equal ratios create tension inside the employee, and the employee is motivated to restore equity. When the ratios are equal, employees are motivated to maintain their current ratio of outcomes and inputs or raise their inputs if they want their outcomes to increase.

Procedural justice theory is concerned with the perceived fairness of the procedures to make decisions about inputs, performance, and the distribution of outcomes. How managers treat their subordinates and the extent to which they provide explanations for their decisions influence employees perceptions of procedural justice. When procedural justice is perceived below, motivation suffers because employees are not sure that their inputs and performance levels will be accurately assessed or the outcomes will be distributed in a fair manner.