Org Psyc Exam 2 pt 2 of 3
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Org Psyc Exam 2 pt 2 of 3
Org Psyc Exam pt
Org Psyc Exam 2 pt 2
strength of a person's desire to continue working for an org b/c he needs to do so and can't afford to leave.
strength of a person's desire to continue working for an org b/c he feels obligation from others to remain there.
(can't leave during this period of up business because it will put strain on others).
strength of a person's desire to work for an org b/c he regards it positively and agrees with its goals and values.
incentive plans where employees receive bonuses in proportion to their companies' profitability.
set of processes that arouse, direct, and maintain human behavior toward attaining some goal.
motivational fit approach
motivation is enhanced by a good fit b/t the traits and skills of indivs and the requirement of the jobs they perform in the orgs.
determining specific levels of performance for workers to attain and then striving to attain them.
people are motivated to attain goals b/c doing so make sthem feel successful.
one's belief about having the capacity to perform a task.
degree to which people accept and strive to attain goals.
goals that are so difficult they challenge people to rethink the way they work.
vertical stretch goals
stretch goals that challenge people to achieve higher levels of success in current activities.
horizontal stretch goals
stretch goals that challenge people to perform tastks that they have never done.
people strive to maintain ratios of their own outcomes (rewards) to their own inputs (contributions) that are equal to the reward/contribution ratios of others with whom they compare themselves.
rewards employees receive from their jobs
salary, recognition, etc.
ppl's contributions to their jobs
experience, qualifications, amount of time worked.
ratio of one's outcomes to inputs is more than the corresponding ratio of another person with whom that person compares himself.
results in feelings of guilt
ratio of one's outcomes to inputs is less than corresptonding ratio of another person with whom one compares himself.
results in anger
a persons outcome to input ratio is equal to another person they compare themself to.
workers engage in a systematic stoppage of work designed as protest against one or more orgs believed to have treated them unfavorably.
making info about pay available openly instead of keeping it secret.
poeple are motivated to work when they expect that they'll be able to achieve the things they want from their jobs.
effort->performance x perf->reward x value of reward
belief that one's efforts will positively influence one's performance.
beliefs regarding the likelihood of being rewarded in accord with his or her own level of performance.
value someone places on therewards they expect to get from an org.
forces that motivate people to satisfy states that they require for biological or social reasons.
cafeteria-style benefit plans
incentive systems where employees have an oppotunity to select the fringe benefits they want from a menu of available alternatives.
employees are paid differentially fased on quantity and quality of ther performance
strengthen instrumentality beliefs
incentive stock option plans
corporate programs where a company grants an employee the oppotunity to purchase its stock at some future time at a specified price.
jobs can be created so as to enhance people interest in doing them.
practice of expanding the content of a job to include more variety and a greater number of tasks at the same level.
practice of giving employees a high degree of control over their work, from planning and organiztion, through implementing the jobs and evaluating the results.
job characteristics model
approach to job enrichment
five core job demensions (skill, variety, task idetntity, task significantce, autonomy, job feedback) produce critical psychological states that lead to beneficial outcomes for indivs and the org.
growth need strength
personality variable describing the extent to which people have a hig hneed for personal growth and development on the job.
notivating potential score
degree to which a job is designed to motivate people
computed on the basis of a questionaire known as the Job Diagnostic Survey
lower the score the more the job may need to be redesigned.