positive affect
excitement, cheerfulness
negative affect
boredom, lethargy
emotional contagion
when emotions experienced by one or more individuals in a work group spread to others
positive emotional contagion
cohesive work environment, less conflict, high performance
emotional labor
the process of managing our feelings so that we present positive emotions even when they are contrary to our actual feelings
display rules
basic norms that govern which emotions should be displayed and which should be suppressed
emotional dissonance
discrepancy bw emotions you display and emotions you feel
surface acting
occurs when a person suppresses his or her true feelings when displaying the organizationally desirable ones (fake smile)
deep acting
you try to change your emotions to better match the emotions your employer requires in the situation
emotional regulation
processes through which people influence own emotions and the ways in which they experience and express them
antecedent-focused strategies
prevent strong emotional responses when we are confronted with certain situations
response-focused strategies
prevent any outwardly perceivable expression of emotion to support us in coping w certain situations
emotional intelligence
ability to understand emotions of ourselves and others to manage behavior and relationships
four dimensions of EI
self-awareness, self-management, social awareness, relationship management
self-awareness
a good understanding of your own emotions
self-management
the ability to control and regulate emotions and impulses
social awareness
skills in perceiving, empathizing with, and reacting appropriately to the emotions of others
relationship management
the ability to manage the emotions of others to build strong and healthy relationships with them
attitude
learned tendency to consistently respond positively or negatively to people or events
cognitive dissonance
stress and discomfort experienced when facing inconsistency among your beliefs, attitudes, values, and behaviors
job satisfaction
degree to which an individual feels positive or negative about a job
employee engagement
a connection with the organization and passion for one's job
organizational citizenship behavior
discretionary and voluntary behavior that is not a part of the employee's specific role requirements and is not formally rewarded
stress
response that occurs when a person perceives a situation as threatening to his or her well being or when his or her resources have been exceeded
stressors
environmental stimuli that place demands on individuals
challenge stressors
associated with workload, job demands, job complexity, and deadlines and are positive related to motivation and performance
hindrance stressors
inhibit progress toward objectives, red tape
stress strain outcomes model
#NAME?
eustress
moderate level of stressors with positive effects
distress
comprise high level of stressors that have destructive and negative effects on effort and performance
problem focused coping
aims at reducing or eliminating stressors by attempting to understand the problem and seeking practical ways in which to resolve it
emotion focused coping
effort to try to change a person's emotional reaction to a stressor by using positive language and distracting techniques
motivation
forces from within individuals that stimulate and drive them to achieve goals
energized motivation
we have the strength to keep going even when things aren't going our way
directed motivation
the efforts we invest in our work which also benefit the employer
maintained motivation
our intentions to work for some period of time to achieve objectives
content theories
what are the types of factors that motivate?, different needs at different times and how these needs motivate behavior
process theories
how our needs drive, influence, and sustain behavior, describe cognitive processes thru which needs are translated into behavior
maslows hierarchy
Maslow's hierarchy is based on the belief that
successfully accomplishing the lower level needs leads to the achievement of higher level needs
such as gaining confidence, self-esteem, and finally self-actualization.
ERG theory
Alderfer proposed that instead of satisfying needs one step at a time, we can satisfy different levels in any order or even at the same time depending on the circumstances.
ERG theory has received more support from researchers than Maslow's hierarchy of needs, but further research needs to be carried out to fully test the validity of Alderfer's model.
herzberg's two factor theory
conducted interviews with hundreds of workers before identifying two main factors influencing employee behavior: Hygiene factors and motivators.
hygiene factors
sources of job satisfaction such as salary, status, and security
motivators
achievement, recognition, and responsibility to build job satisfaction
McClelland's Acquired Needs Theory
needs shape over time
need for achievement
the need to perform well against a standard of excellence
need for affiliation
the need to be liked and to stay on good terms with most other people
need for power
desire to influence people and events
money as a motivator
sits with lower level needs, not the most important or effective motivator
goal setting theory
human performance is directed by conscious goals and intentions, employees motivated by clear goals and appropriate feedback
SMART goals
people respond more to clear, well-defined goals,
and produce better results than vague, or "Do Your Best," goals.
difficult goals
Researchers found that goals set at a high but not unreasonable level of difficulty
produce better results than less challenging or easier goals.
goal acceptance and commitment
employees who accept and commit t goals set by or developed in participation w their managers have higher level performance and are more motivated to achieve the objectives
goldilocks rule
goals should fall somewhere in the middle in terms of difficulty in order to be achievable
feedback
goals that are accompanied by regular feedback are more likely to motivate employees
equity theory
motivation is based on our perception of how fairly we are being treated in comparison w other, fair= more motivation
outcome/input ration
People tend to compare their own perceived O/I ratio to their perceptions of the O/I ratio of referent
others (people whose situation is comparable to their own).
As long as the ratios are similar, there is no problem, but someone who perceives the other person's
ratio as greater than his or her own will feel an inequity.
change inputs
Unmotivated because you find out your coworker with the same job makes
more than you so you slack off; as a manager in this situation, you need to find out what your
employee thinks is unfair and restore their perception of fairness.
attempt to change outcomes
you find out you are underpaid so you talk to your manager and ask for a raise
carry out cognitive reevaluation
finding out your coworker earned an MBA which changes how you perceive their inputs
attempts to change inputs or outcomes
Asking your manager to cut their pay to match yours
or asking coworkers who make more than you to increase their inputs (these are not realistic).
pick another "other
choose a coworker who has a more similar educational or experience level with whom you compare youself
leave the field
if inequity is so unfair, employees will quit
organizational justice
what people perceive as fairness in workplace practices
distributive justice
degree to which people perceive outcomes to be fairly allocated
procedural justice
degree to which people perceive the implementation of company policies and procedures to be fair
interpersonal justice
level of dignity, politeness, and respect employees receive by supervisors during change implementation
informational justice
refers to degree of access people are given to info and the explanations provided to convey that info regarding why certain decisions are being made
vroom's expectancy theory
people will choose certain behaviors over others with the expectation of a certain outcome
expectancy
effort to perform relationships
instrumentality
work-outcome relationship
valence
desirability of various work outcomes
need for competence
satisfaction we gain by stretching and exercising our capabilities
Need for self-determination
feeling of satisfaction and control we get from making efforts that do not rely on any external influences
seniority-based pay
guaranteed wages and salary increases based on the amount of time the employee has spent with the organization
job content-based pay
evaluation of a job's worth to the organization and its relationship to other jobs within the organization
skill-based pay
rewards employees for the acquisition of new skills that lead to enhanced work performance
performance-based pay
a financial incentive awarded to employees for meeting certain goals or objectives
piece rate
workers are paid a fixed sum for each unit of production completed
merit pay
links pay increases directly to performance
bonus
pay plan that reward employees for good performance in addition to their base salary
gain sharing
a system whereby managers agree to share the benefits of cost savings with staff in return for their contribution to the company's performance
profit sharing
pay system in which the organization shares its profits with employees
employee stock ownership plan
allow employees to purchase company stock, below market price, as one of their benefits
fluid intelligence
ability to use logic, solve problems in new situations w/o reference to pre-existing knowledge
crystallized intelligence
ability to use knowledge that was previously acquired thru education and experience
job design
method of setting forth the duties and responsibilities of a job with the intention of improving productivity and performance
job enlargement
a method of job design that increases the range of tasks and duties associated w a job
job rotation
process of periodically moving employees from one job to another
job enrichment
increasing the scope of a job to make it more complex, stimulating, and satisfying for employees
Hackman and Oldham's Job Characteristics Model
skill variety, task identity, task significance, autonomy, feedback
psychological empowerment
the extent to which employees feel a sense of personal fulfillment and intent when carrying out tasks, together with a belief that their work contributes to some larger purpose
competence
ability to perform work tasks successfully
Self-determination
understanding of skills, knowledge, and strengths that enable a person to make choices and initiate work tasks
impact
degree to which an individual can influence work-related outcomes
meaningfullness
value of work tasks in line w a person's own self-concepts and ideals
free agents
independent workers that supply organizations with short term talent for projects that need to be completed within a certain amnt of time
freelancer
type of free agent who can work for multiple employers, giving a limited amnt of time to each
part time workers
independent workers who supply orgs with part time talent for project that need to be completed within a certain amnt of time
flextime
flexible working hours whereby an employee can customize his or her own work hours within limits established by management
compressed workweeks
give employees the benefit of an extra day off by allowing them to
work their usual number of hours in fewer days per pay period
job sharing
divides one full-time job among two or more people who work predetermined
hours. Job sharers can hand over their work to the next person when their part of the shift ends
and the next begins.
telecommuting
working from home or from a remote location on a computer or other
advanced telecommunications system linked to the main office. This gives workers greater
flexibility of working hours and location.
team
collection of people brought tg to apply their individual skills to a common project or goal
Decentralization
distribution of power across all levels of the organization
group
three or more people who work independently to attain organizational goals
psychological safety
open communication, knowledge sharing, greater reporting of errors, improved learning behaviors, ability to learn from failure, increased creativity
how to build effect team
nurture relationships, honest feedback, identify common goals
forming
first stage of group development, members meet for first time, get to know each other, try to understand where they fit
storming
tensions may arise bw members and different personalities might clash leading to conflict within the team
norming
members resolve conflict and begin to work well tg and become more cohesive
performing
team becomes invested in achieving its goals and operates as a unit
adjourning
individuals leave the team or have no reason to be in further contact w their teammates
cohesion
degree to which team members connect with each other. A cohesive team is
more motivated, communicates better, and reports higher levels of satisfaction than less
cohesive teams.
synergy
interaction that makes the total amnt of work produced by the team greater than the amnt of work produced by individual members working independently
process gains
degree to which certain factors contribute to team effectiveness
- more committed to goals
- apply diverse skills and abilities to tasks
- willingness to share info and knowledge
social facilitation
individuals perform tasks better in the presence off others, can contribute to group effectiveness
bad team synergy
toxic negativity
process losses
factors that detract from team effectiveness
social loafing
free riding which is the reduced effort people exert in a team compared to the amnt they supply when working independently
cyberloafing
process loss, accessing the internet for personal use while pretending to be working
self managing teams
a group of workers who manage their daily duties under little to no supervision
problem solving team
consists of a small group of workers who come together for a set amount of time to discuss and resolve specific issues
cross-functional team
comprised of a group of workers from different units w various areas of expertise to work on certain projects
contextual influences
team sources, task characteristics, organizational systems and structures
Interdependence
extent to which team members rely on each other to complete their work tasks
pooled interdependence
occurs when each team member produces a piece of work independently of others
sequential interdependence
when one team member completes a piece of work and passes it on to the next member for their input, assembly line
reciprocal interdependence
team members work closely tg on a piece of work, consulting w each other, providing each other w advice, and exchanging info
Team Characteristics
size, skills and abilities, personalities, diversity of its members (ASA model)
brainstorming
generating creative, spontaneous ideas from all the members of a group without making any initial criticism or judgment of them
nominal group technique
structured way for team members to generate ideas and identify solutions (everyone asked the same questions)
Delphi Technique
info gathered from a group of respondents within their area of expertise
advantages of team decision making
increased staff engagement, consensus decisions, better decisions
disadvantages of team decision making
time consuming meetings, group thing (ppl go along w group consensus instead of forming own opinion)