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MOTIVATIONS, Ppl are in the same situation so they act in the same way,…

- - - - degree to which job requires a variety of different activities -> worker use a number of different skills & talents
    - - degree to which job requires completion of a whole & identificable piece of work (multitask or single task)
        
        Meaningful work
    - - degree to which job has substantial impact on lives or work of other ppl
    - - degree to which job provides substantial freedom, independence, and discretion -> indiv to schedule & determine work
        
        Give employee feeling of responsibility for work outcomes
        
        Personal & work outcomes
    - - degree to which carrying out work acts required = job result in individual obtaining direct and clear in4 about effectiveness
        
        show them how effectively employee are performing (knowledge of results)
  - - - What benefits and choices to offer
        
        Benefits packages: health care, retirement savings, student loan repayment assistance,..
        
        Flexible benefits: Choose the compensation package based on current needs and situation
    - - Pay structure
        
        Internal equity—the worth of the job to the organization
        
        External equity—the competitiveness of an organization’s pay relative to pay in its industry
      - Pay plans
        
        Pay-for-Performance Efficacy
        
        Piece-Rate Pay
        
        A pay plan in which workers are paid a fixed sum or each unit of production completed.
        
        Merit-Based Pay
        
        A pay plan based on performance appraisal ratings.
        
        Bonuses
        
        A pay plan that rewards employees for recent performance rather than historical performance
        
        Profit-Sharing Plan
        
        Distributee compensation based on some established formula designed around a company’s
        profitability
        
        Employee Stock Ownership Plan
        
        A company-established benefits plan in which employees acquire stock, often at elowmarket prices, as part of their benefits
        
        Pay Secrecy
    - - Employee Recognition Programs
        
        A plan to encourage specific employee behaviors
        by formally appreciating specific employee contribution
        
        Recognition programs NOT expensive
        
        Work in long run
    - - Flextime
        
        flexible work hours -> allows employees some discretion over when they arrive at and leave work
        
        Reduce absenteesm
        
        Improve productivity
        
        Schedule satisfaction
      - Job Sharing
        
        Def: Two or more people split a traditional full-time job
        
        Characteristics
        
        Declining in use.
        
        Difficult to find compatible pairs to successfully coordinate the intricacies of one job.
        
        Increases flexibility & motivation & satisfaction when a full-time job is just not practical
      - Telecommuting
        
        Def: Working from home or anywhere else outside physical workplace.
        
        Benefits
        
        increases performance and job satisfaction
        
        reduces role stress and turnover intentions
        
        reduce work–family conflict
        
        reduce carbon emissions & energy consumption, fewer traffic jam
        
        Downsides
        
        Employeer
        
        demotive office workers
        
        lead to social loafing
        
        Difficult to coordinate teamwork.
        
        Difficult to evaluate non-quantitative performance
        
        Employee
        
        reduce job satisfaction and coworker relationship quality
        
        out of sight, out of mind -> affect promotions
        
        increase feelings of isolation
        
        Assess-create-support framework
        
        Assessing employee telecommuting needs.
        
        Creating practices that empower employees to maintain work–home boundaries.
        
        Supporting these practices through adjustment, encouragement, role-modeling, and monitoring
    - - Employee involvement and participation (EIP)
        
        Def: participative process that uses employees’ input to increase their commitment to the organization’s success.
      - Major forms
        
        Participative Management
        
        Process: subordinates share significant degree of decision-making power with their immediate superiors
        
        Characteristics
        
        Joint decision making.
        
        Acts as a panacea for poor morale and low productivity.
        
        Trust and confidence in leaders is essential.
        
        Studies of the participation–performance have yielded mixed results.
        
        Representative Participation
        
        workers participate in organizational decision making through a small group of representative employees
        
        2 Types
        
        Board representatives
        
        Works councils
  - - - The periodic shifting of an
        employee from one task to another
    - - Adding high-level responsibilities to a job to increase intrinsic motivation
    - - Constructing jobs -> employees see positivee difference they can make in lives of others directly through their work
- - - - How hard a person tries
    - - Orientation that benefits the organization
    - - How long a person maintain their effort
  - - - 5 levels of Needs
    - - Satisfaction - No satisfaction
        
        Motivators
      - Dissatisfaction - No dissatisfaction
        
        Hygiene factors
    - - Need for achievement (nAch)
        
        desire to obtain excellent results
      - Need for power (nPow)
        
        control and influence the behavior of others
      - Need for affiliation (nAfl)
        
        desire for friendly, close interpersonal relationships
  - - - Self-determination theory (SDT)
        
        Cognitive evaluation theory
        
        effects of external consequences on internal motivation
        
        Self-concordance theory
        
        achieving goals -> align with one's interests, values
        
        Basic psychological needs
        
        Need for autonomy
        
        Need to be self-directed and to feel self-determined
        
        Need for competence
        
        Determination to improve & persistence, sustained effort and attention
      - Regulatory focus theory
        
        Promotion focus
        
        Motivation to achieve gains, w. emphasis on aspirations & ideals
        
        Prevention focus
        
        Motivation to avoid loss, w. emphasis on obligations & responsibilities
      - Job engagement
        
        investment of an employee’s physical, cognitive, emotional energies into job performance
    - - Reinforcement : Behavior => Consequences
      - Operant conditioning theory : Learn to behave => get what want / avoid what hate
      - Social learning theory
        
        Learn = observation & direct experience
    - - Expectancy Theory
        
        3 relationships
        
        Effort - performance
        
        Performance- reward
        
        Reward-personal
        
        Act in a certain way = followed bygiven outcome , actractiveness of outcome
      - Goal setting theory goal => work motivation
        
        Goal origin : self set goal => emloyee enthusiam more than being ordered
        
        Goal characteristics : specific goals => performance, difficult =.> higher performance
      - Self-eficacy theory: belief - capable performing task
        
        Enactive Mastery
        
        Gain experience
        
        Vicarious modeling
        
        increase confidence when see other do
        
        Verbal persuasion
        
        Pygmalion effect
        
        Self fulfilling prophecy
        
        Arousal
        
        energized state
  - - - individuals make comparisons of their job inputs and outcomes relative to those of others and then respond to any inequities
      - Inequity => actions:
        
        Change inputs.
        
        Change outcomes.
        
        Distort perceptions of self.
        
        Distort perceptions of others.
        
        Choose a different referent.
        
        Leave the field.
    - - Distributive justice: fairness of the outcomes
      - Procedural justice: how outcomes are allocated
      - Interactional justice: sensitivity to the quality of interpersonal treatment
        
        Informational justice
        
        Interpersonal justice
    - - All the types of justice -> link to higher levels of task performance and citizenship.
      - Third-party, or observer, reactions to injustice can be substantial.
    - - Adopting strong justice guidelines: not always universally effective.
    - - Inputs and outcomes are valued differently in various cultures.