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Task -1 - write 650 - 700 words min and work should be based upon the assigned reading from pptReflect on the assigned readings for the week. Identify what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding. Also, provide a graduate-level response to each of the following questions: Given that individuals tend to judge the favorability of their outcomes relative to what others receive, what can be the result of someone getting rewarded for their performance but yet being disappointed in the reward that they receive? Lewis Vacation Rentals has been experiencing a recent decline in its bookings. In an effort to increase sales, the company is offering its employees a 1 percent share in the company profit over the next six months in addition to regular employee salaries. Will this plan increase motivation? Why or why not? Task -2 - problem set1. List and describe different variable-pay programs. Be sure to include piece-rate plans, profit-sharing plans, and gainsharing 2. Evaluate variable-pay programs in terms of their impact on motivation and productivity 3. Discuss Maslows hierarchy of needs including the types of needs and how they become dominant. The task -2 is to answer the question provided above in essay form. This is to be in narrative form. Bullet points should not to be used. The paper should be at least 2 - 2.5 pages in length, Times New Roman 12-pt font, double-spaced, 1 inch margins and utilizing at least one outside scholarly or professional source related to organizational behavior. This does not mean blogs or websites. This source should be a published article in a scholarly journal. This source should provide substance and not just be mentioned briefly to fulfill this criteria. The textbook should also be utilized. Do not use quotes. Do not insert excess line spacing. APA formatting and citation should be used. chapter_6__perception_and_individual_decision_making.pptx chapter_7__motivation_concepts.pptx chapter_8__motivation_from_concepts_to_applications.pptx Unformatted Attachment Preview Essentials of Organizational Behavior Fourteenth Edition Chapter 6 Perception and Individual Decision Making Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: 1. Explain the factors that influence perception. 2. Describe attribution theory. 3. Explain the link between perception and decision making. 4. Contrast the rational model of decision making with bounded rationality and intuition. 5. Explain how individual differences and organizational constraints affect decision making. 6. Contrast the three ethical decision criteria. 7. Describe the three-stage model of creativity. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Perception • Perception: A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment • The world as it is perceived is the world that is behaviorally important Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Factors Influencing Perception Perceiver Situation Target Perception Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Person Perception: Attribution Theory • Attribution Theory: Suggests that perceivers try to “attribute” the observed behavior to a type of cause: – Internal – behavior is believed to be under the personal control of the individual – External – the person is forced into the behavior by outside events/causes Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Determinants of Attribution • Distinctiveness – whether an individual displays different behaviors in different situations (the uniqueness of the act) • Consensus – does everyone who faces a similar situation respond in the same way as the individual did? • Consistency – does the person respond the same way over time? Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Attribution Theory Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Attribution Errors and Biases • Fundamental attribution error: – Tendency to underestimate the influence of external factors and overestimate that of internal factors • Self-serving bias: Occurs when individuals overestimate their own (internal) influence on successes and overestimate the external influences on their failures – The basic process of attribution applies across cultures, but Western cultures tend to be more individualist, while Asian cultures are more group oriented Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Shortcuts Used in Judging Others • Selective Perception: A perceptual filtering process based on interests, background, and attitude • Halo Effect: Drawing a general impression based on a single characteristic • Contrast Effects: Our reaction is influenced by others we have recently encountered (the context of the observation) • Stereotyping: Judging someone on the basis of the perception of the group to which they belong Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Link Between Perception and Decision Making • Decision making occurs as a reaction to a perceived problem • Perception influences: – Awareness that a problem exists – The interpretation and evaluation of information – Bias of analysis and conclusions Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Rational Decision-Making Model • Rational decision-making model 1. 2. 3. 4. 5. 6. Define the problem Identify the decision criteria Allocate weights to the criteria Develop the alternatives Evaluate the alternatives Select the best alternative • This model is seldom actually used: it’s more of a goal than a practical method Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Bounded Rationality • The limited information-processing capability of human beings makes it impossible to assimilate and understand all the information necessary to optimize – People seek solutions that are satisfactory and sufficient, rather than optimal (they “satisfice”) • Bounded rationality is constructing simplified models that extract the essential features from problems without capturing all their complexity Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Decision Making in Bounded Rationality • Simpler than rational decision making, decision making under bounded rationality is composed of three steps: 1. Limited search for criteria and alternatives – familiar criteria and easily found alternatives 2. Limited review of alternatives – focus on alternatives, similar to those already in effect 3. Satisficing – selecting the first alternative that is “good enough” Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Intuitive Decision Making • Intuitive decision making: A non-conscious process created out of distilled experience – Increases with experience – Can be a powerful complement to rational analysis in decision making Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Common Biases and Errors • Overconfidence Bias: As managers and employees become more knowledgeable about an issue, the less likely they are to display overconfidence • Anchoring Bias: A tendency to fixate on initial information and fail to adequately adjust for subsequent information • Confirmation Bias: Seeking out information that reaffirms our past choices and discounting information that contradicts past judgments • Availability Bias: Basing judgments on readily available information Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. More Biases and Errors • Randomness Error: Our tendency to believe we can predict the outcome of random events • Escalation of Commitment: Staying with a decision even when there is clear evidence that it is wrong • Risk Aversion: Preferring a sure thing over a risky outcome • Hindsight Bias: Believing falsely that we could have predicted the outcome of an event after that outcome is already known Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Individual Differences on Decision Making • Personality • Gender • General mental ability • Cultural differences • Nudging Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Organizational Constraints on Decision Making • Performance evaluations • Reward systems • Formal regulations • System-imposed time constraints • Historical precedents Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Ethical Frameworks for Decision Making • Utilitarianism – Provide the greatest good for the greatest number • Rights – Make decisions consistent with fundamental liberties and privileges • Justice – Impose and enforce rules fairly and impartially so that there is equal distribution of benefits and costs Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Behavioral Ethics • Behavioral ethics – Analyzing how people actually behave when confronted with ethical dilemmas Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Creativity in Organizations • Creativity: The ability to produce novel and useful ideas • Helps people: – – – – See problems others can’t see Better understand the problem Identify all viable alternatives Identify alternatives that aren’t readily apparent Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Three-Stage Model of Creativity Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Creative Behavior Steps: 1. Problem formulation: identify a problem or opportunity that requires a solution as yet unknown 2. Information gathering: possible solutions incubate in an individual’s mind 3. Idea generation: develop possible solutions from relevant information and knowledge 4. Idea evaluation: evaluate potential solutions and identify the best one Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Causes of Creative Behavior • Cause of creative behavior: 1. 2. 3. 4. Intelligence Personality Expertise Ethics • Creative environment – Motivation – Rewards and recognition Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Creative Outcomes • Creative outcomes: ideas or solutions judged to be novel and useful by relevant stakeholders Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers • Behavior follows perception, so to influence employee behavior at work, assess how employees perceive their work. • Make better decisions by recognizing perceptual biases and decision-making errors we tend to commit. • Adjust your decision-making approach to the national culture you’re operating in and to the criteria your organization values. • Combine rational analysis with intuition. • Try to enhance your creativity. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Essentials of Organizational Behavior Fourteenth Edition Chapter 7 Motivation Concepts Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: 1. Describe the three key elements of motivation. 2. Compare the early theories of motivation. 3. Contrast the elements of self-determination theory and goal-setting theory. 4. Demonstrate the differences between self-efficacy theory, reinforcement theory, equity theory, and expectancy theory. 5. Identify the implications of employee job engagement for managers. 6. Describe how the contemporary theories of motivation complement one another. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. What Is Motivation? • Motivation: The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining an organizational goal – Intensity: the amount of effort put forth to meet the goal – Direction: efforts are channeled toward organizational goals – Persistence: how long the effort is maintained Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Early Theories of Motivation • Maslow’s Hierarchy of Needs Theory • Herzberg’s Two-Factor (Motivation-Hygiene) Theory • McClellan’s Theory of Needs (Three Needs Theory) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Hierarchy of Needs Theory (1 of 2) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Two-Factor Theory Dissatisfied Satisfied • Quality of supervision • Pay • Company policies • Physical working conditions • Relationships • Job security • Promotional opportunities • Opportunities for personal growth • Recognition • Responsibility • Achievement Motivation Factors Hygiene Factors Not Dissatisfied Not Satisfied Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Hierarchy of Needs Theory (2 of 2) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. McClellands Theory of Needs • Need for Achievement (nAch) – The drive to excel • Need for Power (nPow) – The need to make others behave in a way they would not have behaved otherwise • Need for Affiliation (nAff) – The desire for friendly and close interpersonal relationships Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. McClellands High Achievers • High achievers prefer jobs with: – Personal responsibility – Feedback – Intermediate degree of risk (50/50) • High achievers are not necessarily good managers • High nPow and low nAff is related to managerial success Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Contemporary Theories of Motivation • Self-Determination Theory • Goal-Setting Theory – Management by Objectives Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Self-Determination Theory • Self-determination theory: People prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed, motivation will decrease – Cognitive evaluation theory: Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation – Self-concordance: Considers how strongly people’s reasons for pursuing goals are consistent with their interests and core values Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Goal-Setting Theory • Goals increase performance when goals are: – Specific – Difficult, but accepted by employees – Accompanied by feedback: self-generated feedback is best • Contingencies in goal-setting theory – Goal commitment: public goals better – Task characteristics: simple and familiar is better – National culture: Western culture suits best Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Management by Objectives • Management by objectives (MBO): Converts overall organizational objectives into specific objectives for work units and individuals • Common ingredients: – – – – Goal specificity Explicit time period Performance feedback Participation in decision making Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Cascading of Objectives Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Other Contemporary Theories of Motivation • Self-Efficacy Theory • Reinforcement Theory • Equity Theory – Organizational Justice • Expectancy Theory Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Self-Efficacy Theory (1 of 2) • Self-efficacy theory: An individual’s belief that he or she is capable of performing a task – Also known as social cognitive theory or social learning theory • Self-efficacy increased by: 1. Enactive mastery: gain experience 2. Vicarious modeling: see someone else do the task 3. Verbal persuasion: someone convinces you that you have the skills 4. Arousal: get energized Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Self-Efficacy Theory (2 of 2) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Reinforcement Theory • Reinforcement theory: Behavior is a function of consequences – Operant conditioning theory ▪ Behaviorism – Social- learning theory and reinforcement Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Equity Theory (1 of 2) • Equity theory: Employees weigh what they put into a job situation (input) against what they get from it (outcome) – They compare their input-outcome ratio with the inputoutcome ratio of relevant others Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Equity Theory (2 of 2) • Equity theory suggests employees who perceive inequity will make one of six choices: 1. 2. 3. 4. 5. 6. Change inputs Change outcomes Distort perceptions of self Distort perceptions of others Choose a different referent Leave the field Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Model of Organizational Justice Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Expectancy Theory (1 of 2) • Three key relationships: 1. Effort-performance: perceived probability that exerting effort leads to successful performance 2. Performance-reward: the belief that successful performance leads to desired outcome 3. Rewards-personal goals: the attractiveness of organizational outcome (reward) to the individual Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Expectancy Theory (2 of 2) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Job Engagement • Job Engagement: The investment of an employee’s physical, cognitive, and emotional energies into job performance • Organizations where employees are highly engaged have: – Higher levels of productivity – Fewer safety incidents – Lower turnover Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Integrating Theories Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Implications for Managers • Make sure extrinsic rewards for employees are not viewed as coercive, but instead provide information about competence and relatedness. • Consider goal-setting theory. Clear and difficult goals often lead to higher levels of employee productivity. • Consider reinforcement theory regarding quality and quantity of work, persistence of effort, absenteeism, and accident rates. • Consult equity theory to help understand productivity, satisfaction, absence, and turnover variables. • Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Essentials of Organizational Behavior Fourteenth Edition Chapter 8 Motivation: From Concepts to Applications Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. After studying this chapter you should be able to: 1. Describe how the job characteristics model (JCM) motivates by changing the work environment. 2. Compare the main ways that jobs can be redesigned. 3. Explain how specific alternative work arrangements can motivate employees. 4. Describe how employee involvement measures can motivate employees. 5. Demonstrate how the different types of variable-pay programs can increase employee motivation. 6. Show how flexible benefits turn benefits into motivators. 7. Identify the motivational benefits of employee recognition programs. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Motivating by Job Design: The Job Characteristics Model • Job characteristics model: jobs are described in terms of five core dimensions: – – – – – Skill variety Task identity Task significance Autonomy Feedback Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. The Job Characteristics Model Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Designing Motivational Jobs • JCM-designed jobs give internal rewards • Individual’s growth needs are moderating factors • Motivating jobs must: – Be autonomous – Provide feedback – Be meaningful Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Redesigning Jobs: Job Rotation • Job Rotation – The periodic shifting of an employee from one task to another ▪ Also called cross-training – Increases job satisfaction and organizational commitment Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Redesigning Jobs: Relational Job Design • Relational Job Design – Designing work so employees are motivated to promote the well-being of the organization’s beneficiaries ▪ Relate stories from customers who have benefited from the company’s products or services ▪ Connect employees directly with beneficiaries Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved. Using Alternative Work Arrangements to Motivate • Flextime – Some discretion over when worker starts and leaves • Job Sharing – Two or more individuals split a traditional job • Telecommuting – Work remotely at least two days per wee ... Purchase answer to see full attachment