Organizational Behavior Exam III
Chapter 5
Eustress, Strength, Hope
Healthy, normal stress
Encourages optimism, hope, and health
While things happen that are out of our control, we can control our response to them
Positive Energy and Full Engagement
Individuals activated by own physical, emotional, mental, and spiritual energy (not by needs)
Stresses the role of energy recovery
Equity Theory – Concerned with social processes that influence motivation and behavior
Adam’s Theory of Inequity
People are motivated when they find themselves in situations of inequity or unfairness
To look for inequity, people consider their inputs and their outcomes
Most people put forth adequate levels of motivation (effort) in situations where they perceive fairness (in general, people desire to be treated fairly)
Strategies for resolution of INEQUITY:
Rationalize the inequity
Change who is used as a comparison other
Alter the person’s outcomes/inputs
Alter the comparison other’s outputs/inputs
Leave the organizational situation
New perspectives on Equity Theory:
Equity Sensitive – an individual who prefers an equity ratio equal to that of his or her comparison other
Benevolent – an individual who is comfortable with an equity ratio LESS than that of his or her comparison others
Entitled – an individual who is comfortable with an equity ratio GREATER than that of his or her comparison others
EXPECTANCY THEORY: explains motivation in terms of an individual’s perception of the performance process TWO BASIC NOTIONS:
1. People expect certain outcomes of behavior and performance
2. People believe that the effort they put forth is related to the performance they achieve and the outcomes they receive
Key Constructs of Expectancy Theory:
Expectancy
Belief that effort leads to performance
KEY QUESTION: Can I do what is being asked of me?
Instrumentality
Belief that performance is related to rewards
Will the organization keep their promise and provide
Eustress, Strength, Hope
Healthy, normal stress
Encourages optimism, hope, and health
While things happen that are out of our control, we can control our response to them
Positive Energy and Full Engagement
Individuals activated by own physical, emotional, mental, and spiritual energy (not by needs)
Stresses the role of energy recovery
Equity Theory – Concerned with social processes that influence motivation and behavior
Adam’s Theory of Inequity
People are motivated when they find themselves in situations of inequity or unfairness
To look for inequity, people consider their inputs and their outcomes
Most people put forth adequate levels of motivation (effort) in situations where they perceive fairness (in general, people desire to be treated fairly)
Strategies for resolution of INEQUITY:
Rationalize the inequity
Change who is used as a comparison other
Alter the person’s outcomes/inputs
Alter the comparison other’s outputs/inputs
Leave the organizational situation
New perspectives on Equity Theory:
Equity Sensitive – an individual who prefers an equity ratio equal to that of his or her comparison other
Benevolent – an individual who is comfortable with an equity ratio LESS than that of his or her comparison others
Entitled – an individual who is comfortable with an equity ratio GREATER than that of his or her comparison others
EXPECTANCY THEORY: explains motivation in terms of an individual’s perception of the performance process TWO BASIC NOTIONS:
1. People expect certain outcomes of behavior and performance
2. People believe that the effort they put forth is related to the performance they achieve and the outcomes they receive
Key Constructs of Expectancy Theory:
Expectancy
Belief that effort leads to performance
KEY QUESTION: Can I do what is being asked of me?
Instrumentality
Belief that performance is related to rewards
Will the organization keep their promise and provide