For this assignment, please review the Module 2 Assignment case study, and then answer questions 1, 2, 3, & 4 only.For each question, be sure to discuss the reasoning behind your responses using the key topics from the Module 2 chapter material that you feel are relevant.Also, please relate specific information provided in the case to the Module 2 chapter material.Question:1. What types of work behaviors did AIG intend to encourage through its retention bonus plan?2. which needs seem to be important to the employees of AIG’s Financial Products unit?3. Using the model of the individual-organizational exchange relationship, explain the relationship that employees of AIG’s Financial products unit believed they had with the company. How was this exchange relationship violated?4, Which motivation theory do you think has the most relevance for understanding the responses of the Financial Product employees to the implementation and unraveling of the retention bonus plan? Explain the reasoning behind your answer.,Chapter Topic ListPersonality, Emotions, & MoodAttitudes & Job SatisfactionMotivation at WorkThis is the outline of this chapter, you need to rely on these three related information to answer these four questions. If you need more chapter material i can give you, or you can learn from the Google.Attention： Don’t copy online information!!!
mg_question.docx
motivation_and_work_behavior.ppt
brain_at_work.pdf
personality__perception__and_attribution2.pptx
Unformatted Attachment Preview
Motivation and Work Behavior
Motivation: the process of arousing and sustaining goal-directed
behavior
Motivational theories attempt to explain and predict observable
behavior
Internal
Process
External
1
Motivational Problems
Disbelief in a
relationship
between
performance and
rewards
Disbelief in a
relationship
between effort
and performance
Lack of desire for
the rewards
offered
Motivational
problems
2
Motivation Theories
Internal
• Give primary consideration to variables within the
individual
Process
• Emphasize the nature of the interaction between the
individual and the environment
External
• Focus on the elements in the environment
3
Internal Needs
Max Weber
• Work contributes to salvation
• Protestant work ethic
Sigmund Freud – Psychoanalysis
• Delve into the unconscious mind to better understand a
person’s motives and needs
4
External Incentives
Adam Smith
• Enlightened self-interest; people are motivated by self-interest for
economic gain
• Technology is a force multiplier for labor productivity
Frederick Taylor
• Founder of scientific management
• Emphasized cooperation between management and labor to
enlarge profits
5
Employee Recognition and Ownership
• These modern management practices build on Smith’s and Taylor’s
original theories:
• Employee recognition programs
• Flexible benefit packages
• Stock ownership plans
• These practices emphasize external incentives
• Psychological ownership increases organizational citizenship behavior
6
Maslow’s Hierarchy of Needs
• Theory of motivation based on a hierarchy of needs
• Five need categories:
•
•
•
•
•
Physiological needs
Safety and security needs
Love (social) needs
Esteem needs
Self-actualization
7
^
^
8
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Theory X and Theory Y
SA
Esteem
Theory Y
Love (Social)
Safety & Security
Theory X
Physiological
9
^
^
10
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Alderfer’s ERG Theory
• Groups human needs into only three basic categories:
• Existence
• Relatedness
• Growth
• Regression hypothesis states that people regress to the next lower
category
11
ERG Classifications
SA
Esteem
Love (Social)
Safety & Security
Growth
Relatedness
Existence
Physiological
12
McClelland’s Need Theory
Manifest needs: learned or acquired needs
Achievement
Power
Affiliation
• Excellence,
competition,
challenging
goals,
persistence,
overcoming
difficulties
• Make an
impact,
influence
others, change
people or
events, make a
difference
• Establishing
and
maintaining
warm, close,
intimate
relationships
with others
13
^
^
14
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Herzberg’s Two-Factor Theory
• Examined the experiences that satisfied or dissatisfied people at work
• Motivation factors: work conditions related to satisfaction of the need
for psychological growth
• Hygiene factors: work conditions related to dissatisfaction caused by
discomfort or pain
15
Motivation-Hygiene Theory
• Company policy and
administration
• Supervision
• Interpersonal relations
• Working conditions
• Salary
• Status
• Security
Hygiene factors
avoid
job dissatisfaction
Motivation factors
increase
job satisfaction
• Achievement
• Achievement recognition
• Work itself
• Responsibility
• Advancement
• Growth
• Salary?
16
Eustress, Strength, and Hope
• Eustress: healthy, normal stress
• Focuses on the individual’s interpretation of events rather than
needs, rewards, or punishments
• New, positive perspective on organizational life
•
•
•
•
Invest in strengths
Find positive meaning in work
Display courage and principled action
Draw on positive emotions
17
Social Exchange and Equity Theory
• Equity theory: a social exchange process theory of motivation that
focuses on individual-environment interaction
• Concerned with social processes that influence motivation and
behavior
• Etzioni’s exchange relationships:
• Committed
• Calculated
• Alienated
18
Adam’s Theory of Inequity
• Suggests inequity or unfairness motivates people more than equity or
fairness
Inequity
Tension
Motivation
to Act
19
^
^
20
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Vroom’s Expectancy Theory of Motivation
Instrumentality:
belief that
performance is
related to
rewards
Expectancy and instrumentality
concern a person’s beliefs about
how effort, performance, and
rewards are related
Expectancy:
belief that
effort leads to
performance
Valence: value or
importance placed on a
reward
21
^
^
22
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Expectancy Theory and Moral Maturity
Expectancy theory would predict that
people work to maximize their personal
outcomes
Expectancy theory could not explain or
predict altruistic behavior for the benefit of
others
Therefore, it may be necessary to consider
an individual’s moral maturity in order to
better understand altruistic, fair, and
equitable behavior
23
Cultural Differences
• Most motivation theories in use today have been developed by,
practiced by, and tested among Americans
• Motivational theories are culturally bound
• Research results differ across cultures
24
Many Ways to Motivate People
• Training
• Coaching
• Task assignments
• Rewards contingent on good performance
• Valued rewards offered
• Sensitivity to inequities
25
3
Personality, Perception,
and Attribution
©2013 Cengage Learning. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
2
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Individual Differences
• Individuals are unique in terms of their
•
•
•
•
•
•
•
Skills
Abilities
Personalities
Perceptions
Attitudes
Emotions
Ethics
• No two people are completely alike
3
Skills and Abilities
• General mental ability or GMA is an individual’s innate cognitive
intelligence
• Evidence indicates that GMA is the single best predictor of work
performance across many occupations
• GMA also relates to economic, physical, and subjective well-being
4
Propositions of Interactional Psychology
• Behavior is a function of a continuous, multidirectional interaction
between the person and the situation
• The person is active in this process, and both changes and is changed
by situations
• People vary in many characteristics, including cognitive, affective,
motivational, and ability factors
• Two interpretations of situations are important: the objective
situation and the person’s subjective view of the situation
5
Personality
Personality : a relatively stable set of characteristics
that influence an individual’s behavior
Trait
theory
Integrative
approach
6
Trait Theory
• To understand individuals we must break down behavior patterns into
a series of observable traits
• The Big Five traits:
•
•
•
•
•
Extraversion
Agreeableness
Conscientiousness
Emotional stability
Openness to experience
7
^
^
8
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
^
^
9
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Integrative Approach
• Personality is described as a composite of the individual’s
psychological processes
• Personality dispositions include
•
•
•
•
•
Emotions
Cognitions
Attitudes
Expectancies
Fantasies
• Considers both the person and situational variables as combined
predictors of behavior
10
Personality Characteristics in Organizations
• Core Self Evaluations (CSE), is a broad set of personality traits that
refers to self-concept
• Self-monitoring is the extent to which people base their behavior on
cues from other people and situations
• Positive/negative effect describes the extent to which individuals
focus on the positive or negative aspects of themselves, other people,
and the world in general
11
Core Self-Evaluation
Locus of
control
Self-esteem
Generalized
self-efficacy
Emotional
stability
12
Locus of Control
• Locus of control: an individual’s generalized belief about internal
versus external control
Internal
• Believe they
control what
happens to
them
External
• Believe
circumstances
or others
control their
fate
13
Self-Efficacy
• General self-efficacy: a person’s overall view of himself/herself as
being able to perform effectively in many situations
High self-efficacy
results in more
confidence
Low self-efficacy
results in selfdoubt
14
Self- Esteem
• Self-esteem: a person’s general feeling of self worth
Positive
view of self
Negative
view of self
15
Self-Monitoring
• Self-monitoring: the extent to which people base their behavior on
cues from other people and situations
High selfmonitors
• Act less
consistently
based on
situational cues
Low selfmonitors
• Act more
consistently
based on
internal cues
16
Positive/Negative Affect
• Positive affect: an individual’s tendency to accentuate the positive
aspects of himself/herself, other people, and the world
• Negative affect: an individual’s tendency to accentuate the negative
aspects of himself/herself, other people, and the world
17
Measuring Personality
• Self-report questionnaire: a series of questions designed to assess
individual personality
• Projective test: a personality test that involves responses to abstract
stimuli
• Behavioral measures: personality assessments that involve observing
behavior in a controlled situation
18
The MBTI Instrument
• Human similarities and differences can be understood by combining
preferences
•
•
•
•
Extraverted/Introverted
Sensing/Intuition
Thinking/Feeling
Perceiving/Judging
• Briggs & Myers developed the MBTI to understand individual
differences by analyzing the combinations of preferences
19
^
^
20
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Social Perception
• Perception involves the way we view the world around us
• Social perception is the process of interpreting information about
another person
• Our perception of another person is influenced by
• Characteristics of ourselves as perceivers
• Characteristics of the target person
• Characteristics of the situation
22
^
^
23
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Barriers to Social Perception
• Selective perception
• Stereotyping
• First-impression error
• Projection
• Self-fulfilling prophecies
24
Impression Management
• Impression management: the process by which people attempt to
control the impressions others have of them
• Self-enhancing techniques: name dropping, looking the part, self-descriptions
• Other-enhancing techniques: flattery, favors, agreement with opinions
• Social identify-based impression management: managing others’
impressions of some basic aspect of an individuals’ identity
25
Attribution in Organizations
• Attribution theory explains how we pinpoint the causes of our own
behavior and those of other people
• Internal attributions are made to something within the individual’s
control
• External attributions are made to sources beyond the individual’s
control
26
Attributional Biases
Fundamental attribution error
• The tendency to make attributions to
internal causes when focusing on someone
else’s behavior
Self-serving bias
• The tendency to make attributions to
internal causes when focusing on one’s own
behavior
27
…
Purchase answer to see full
attachment
Recent Comments