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Group 4:
Ayu Habsari Dhani Arinta Ahlul Janah Ekky Sabdina Supangat Kartika Nindya Putri Mahalino Irani Riska Widianingsih Wira Okta Levi 1101002010 1091002049 1091002126 1091002xxx 1091002xxx 1091002xxx 1091002xxx
Motivation refers to
the forces within a person that affect the direction, intensity, and persistence of voluntary behavior Intensity : how hard a person tries Direction : where effort is channeled Persistence : how long effort is maintained
Drives Hardwired characteristic of the brain that correct deficiencies or maintain an internal equilibrium by producting emotions to enegize individuals.
Drives
(primary needs)
Needs
(Secondary)
Limitations
Contributions
5-10
Drive to Bond
Drive to Learn
Drive to Defend
Drive to Bond Mental skill set resolves competing drive demands Drive to Learn
Goal-directed choice and effort
Drive to Defend
E-to-P ecpectancy
EFFORT
PERFORMANCE
OUTCOME 2 + OR -
OUTCOME 3 + OR -
Employee motivation is influenced by all three components of the expectancy theory model
E-to-P Expectancy : effort will result in a particular level of performance. P-to-O Expectancy : specific behavior or performance level will lead to a particular outcome. Outcome Valences : valence is anticipated satisfaction or dissatisfaction that an individual feels toward an outcome.
Balance Scorecard
Translates the organizations vision and mission into specific, measurable performance goals related to financial, customer, internal, adn learning/growth processes.
SOCIAL FEEDBACK
Choosing Feedback
Organizational Justice
Inequality
Negative Emotions
Respond to Inequality
Under-reward Inequity Over-reward Inequity
Under-reward Inequity
a. b. c. d. e. f. g. Reduce our inputs Increase our outcomes Increase the comparison others input Reduce the comparison others outcomes Change our perceptions Change the comparison other Leave the field
Over-reward Inequity
1. Working hard 2. Change perceptions to justify the more favorable outcomes
Problem 1:
Equity Theory is not so easy to put into practice because it does not identify the comparison other & does not indicate which input or outcomes are most valuable to each employee Solution : For leaders to know their employees well enough to minimize the risk of inequity feelings. Also open communication.
Problem 2:
Equity theory accounts for only some of our feelings of fairness or justice in the workplace. Experts now say that procedural justice is at least as important as distributive justice.
Procedural Justice
Fairness of the procedures used to decide the distribution of resources.
Procedural Justice in the workplace:
Employees tend to experience anger toward the source of injustice, which generates various response behaviors. Research suggests that being treated unfairly threatens our self-concepts and social status, particularly when others see that we have been unjustly treated.