BUS272 TB

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S u m m a r y The motivation theories in this chapter differ in their predictive strength. Maslow’s hierarchy of needs, Herzberg’s two-factor theory, and McClelland’s theory of needs focus on needs. None of these theories has found widespread support, although support for McClelland’s is the strongest, particularly regarding the relationship between achievement and productivity. Expectancy theory can be helpful, but it assumes that employees have few constraints on decision making, such as bias or incomplete information, which limits its applicability. Goal-setting theory can be helpful but does not cover absenteeism, turnover, or job satisfaction. Reinforcement theory can be helpful, but not regarding employee satisfaction or the decision to quit. Equity theory’s strongest legacy is that it provided the spark for research on organizational justice, which has more support in the literature. Self-determination theory and cognitive evaluation theory have merits to consider. Chapter 4 Theories of Motivation 157 LESSONS LEARNED • Recognize individual differences. • Goals and feedback help motivate individuals. • Rewards signal what is important to the employer (or leader). SNAPSHOT SUMMARY What Is Motivation? Needs Theories of Motivation • Maslow’s Hierarchy of Needs Theory • Motivation–Hygiene Theory • McClelland’s Theory of Needs • Summarizing Needs Theories Process Theories of Motivation • Expectancy Theory • Goal-Setting Theory • Self-Efficacy Theory • Reinforcement Theory Responses to the Reward System • Equity Theory • Fair Process and Treatment • Self-Determination Theory • Increasing Intrinsic Motivation Motivation for Whom? • Putting It All Together MyManagementLab Study, practise, and explore real business situations with these helpful resources: • Study Plan: Check your understanding of chapter concepts with self-study quizzes. • Online Lesson Presentations: Study key chapter topics and work through interactive assessments to test your knowledge and master management concepts. • Videos: Learn more about the management practices and strategies of real companies. • Simulations: Practise management decision-making in simulated business environments. P I A PERSONAL INVENTORY ASSESSMENT
OB at Work OB at Work for Review 1. What are the three key elements of motivation? 2. What are some early theories of motivation? How applicable are they today? 3. What are the key tenets of expectancy theory? 4. What are the key principles of goal-setting theory, self-efficacy theory, and reinforcement theory? 5. Why do equity and fairness matter in the workplace? 6. How is organizational justice a refinement of equity theory? 7. How do the predictions of selfdetermination theory apply to intrinsic and extrinsic rewards? 8. What are some of the ethical issues with motivation theories? 9. What is the essence of what we know about motivating employees? for Managers ■ Consider goal-setting theory: Clear and difficult goals often lead to higher levels of employee productivity. ■ Consider how reinforcement theory applies to the quality and quantity of work, persistence of effort, absenteeism, tardiness, and accident rates. ■ Consult equity theory to help you understand productivity, satisfaction, absence, and turnover variables. ■ Expectancy theory offers a powerful explanation of performance variables such as employee productivity, absenteeism, and turnover. for You ■ Don’t think of motivation as something that should be done for you. Think about motivating others and yourself as well. How can you motivate yourself? After finishing a particularly long and dry chapter in a text, you could take a snack break. Or you might buy yourself a new album once that major accounting assignment is finished. ■ Be aware of the kinds of things that motivate you, so you can choose jobs and activities that suit you best. ■ When working in a group, keep in mind that you and the other members can think of ways to make sure everyone feels motivated throughout the project.
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Organizational Behaviour Concepts,
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Organizational Behaviour Concepts,
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BRIEF CONTENTS PART 1 Understanding
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Contents vii Perceptual Errors 39 W
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Contents ix How to Pay: Rewarding I
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Contents xi Dependency: The Key to
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Contents xiii CHAPTER 11 Leadership
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Contents xv CHAPTER 14 Organization
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P R E F A C E Preface xvii Welcome
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Preface xix • Updated the boxed f
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Preface xxi • New exhibit: “Dom
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Preface xxiii Chapter 7 : Communica
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Preface xxv • New research and di
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M12_LANG1781_07_SE_C12.indd 443 M02
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S u p p l e m e n t s MyManagementL
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Preface xxxi Acknowledgments A numb
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Preface xxxiii A B O U T T H E A U
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About the Authors xxxv Timothy A. J
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Chapter 1 What Is Organizational Be
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thighs, not the pants themselves.
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to predict employee behaviour. Both
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Systematic study and EBM add to int
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C h a l l e n g e s a n d O p p o r
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Enhancing Employee Well-Being at Wo
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also asks you whether you should co
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Successful organizations need emplo
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OB at Work OB at Work for Review 1.
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Chapter 2 Perception, Personality,
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The Target A target’s characteris
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Halo Effect When we draw a general
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Corrin can take these risks because
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Keep in mind that each of us reacts
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Proactive Personality Did you ever
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otherwise. In a bad mood, you might
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Although the field is progressing i
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vary their surface-acting response
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US subjects were more likely to loo
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employees in their experience of em
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Chapter 3 Values, Attitudes, and Di
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In recent years, there has been con
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Millennials The most recent entrant
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traditional culture, values, and la
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For front-line employees who have r
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separated large organizations into
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their supervisors as supportive. 12
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Corus supports the development of f
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Chapter 6 Groups and Teamwork 207 C
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F r o m I n d i v i d u a l t o Te
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Chapter 6 Groups and Teamwork 211 N
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Chapter 6 Groups and Teamwork 213 S
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through the stages of group develop
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Chapter 6 Groups and Teamwork 217 C
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employees on emotional cues such as
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Chapter 6 Groups and Teamwork 223 E
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On many teams, there are individual
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service personnel, mechanics, parts
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Chapter 6 Groups and Teamwork 235 P
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Chapter 6 Groups and Teamwork 237 W
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Chapter 6 Groups and Teamwork 239 J
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OB on the EDGE Trust, or lack of tr
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OB on the EDGE Increasing Organizat
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OB on the EDGE to trust wisely and
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Chapter 7 Communication 247 alvin C
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Chapter 7 Communication 249 EXHIBIT
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Chapter 7 Communication 251 boostin
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Chapter 7 Communication 253 against
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Chapter 7 Communication 255 someone
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Chapter 7 Communication 261 employe
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Chapter 7 Communication 265 • Kno
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Chapter 7 Communication 269 P I A P
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Chapter 7 Communication 271 emergin
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Chapter 7 Communication 273 to chec
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Chapter 8 Power and Politics 275 I
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choose whether to “buy eyeglasses
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Chapter 8 Power and Politics 279 Pe
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Chapter 8 Power and Politics 281 mo
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and extrinsically motivated and are
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employees’ needs, showing them wh
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no one ate the fifth cookie (rules
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Chapter 8 Power and Politics 289 OB
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In November 2013, the Globe and Mai
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The Reality of Politics Why, you ma
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Chapter 8 Power and Politics 295 Im
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academic record. LaPierre, who had
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three Chinese cultures (People’s
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Chapter 8 Power and Politics 301 PO
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Chapter 8 Power and Politics 303 Re
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Chapter 8 Power and Politics 305 pr
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Chapter 8 Power and Politics 307 ac
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Chapter 9 Conflict and Negotiation
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One factor is whether the conflict
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Communication As we saw in Chapter
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Conflict challenges the status quo
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If you are thinking of participatin
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extraverted in negotiations, for ex
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their first offer 57 percent of the
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labour, family, and community dispu
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OB on the EDGE What Is Happening in
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OB on the EDGE Do You Have a Bad Bo
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OB on the EDGE F A C E O F F YOUR P
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Chapter 10 Organizational Culture 3
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the lack of frequent face-to-face c
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Ethical climates of independence re
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material symbols, and language. The
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a 5S Culture for You? on page 374 d
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Careful hiring practices mean that
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assumptions about what it must be l
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A positive organizational culture e
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Chapter 11 Leadership 379 lthough h
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Chapter 11 Leadership 381 research.
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Chapter 11 Leadership 383 PR NewsFo
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Chapter 11 Leadership 385 (good lea
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Chapter 11 Leadership 387 EXHIBIT 1
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Chapter 11 Leadership 389 Sometimes
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Chapter 11 Leadership 391 Fang kuan
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Chapter 11 Leadership 393 EXHIBIT 1
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Chapter 11 Leadership 395 What elem
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Self-Leadership (or Self-Management
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Chapter 11 Leadership 399 Today’s
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Chapter 11 Leadership 401 Ethical L
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Chapter 11 Leadership 403 when foll
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Chapter 11 Leadership 407 P I A PER
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Chapter 11 Leadership 409 2. If new
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Chapter 11 Leadership 411 You know
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Chapter 12 Decision Making, Creativ
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preferences into the process, becau
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epresent familiar criteria and trie
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Why? The goalie tries to anticipate
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ecause the original decision is mor
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Weaknesses of Group Decision Making
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Do all groups suffer from groupthin
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In a typical brainstorming session,
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Creative Behaviour Creative behavio
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satisfying, and challenging (discus
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Not everyone agrees that organizati
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for Economic Co-operation and Devel
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OB on the EDGE What Is Spirituality
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OB on the EDGE do this he has devel
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OB on the EDGE F A C E O F F Organi
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Chapter 13 Organizational Structure
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markets: consumers, large corporati
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spans, organizations have been inve
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The simple structure is said to be
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were no general rules, and no separ
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game. When those rules are “up fo
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progress toward that end. So have o
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Some companies focus on lean manage
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uncertainty. Organizations that ope
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Culture and Organizational Structur
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Chapter 14 Organizational Change 48
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A key feature of Lewin’s three-st
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• Design. Based on the dream arti
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The Ethical Dilemma on page 511 loo
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Winnipeg and surrounding communitie
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champions to work closely with thos
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Additional Cases 517 One co-worker
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Additional Cases 519 If not, her so
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Additional Cases 521 T h e S c e n
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Additional Cases 523 sexual harassm
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Additional Cases 525 to do, so he s
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Additional Cases 527 in education w
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Additional Cases 529 feels she and
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Additional Cases 531 tended to pay
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Additional Cases 533 EXHIBIT 1 City
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Additional Cases 535 leadership, th
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Additional Cases 537 largest animal
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Additional Cases 539 not file claim
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Additional Cases 541 specific job d
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Additional Cases 543 She needs to r
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Endnotes 545 28 Based on http://www
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Endnotes 547 Outreach Supervisors a
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Endnotes 549 79 T. A. Judge and J.
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Endnotes 551 Search of an Elusive C
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Endnotes 553 Success,” Psychologi
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Endnotes 555 G. Dacks, “Worker-Co
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Endnotes 557 Morale and Stock Price
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Endnotes 559 169 C. Osborne, “Sou
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Endnotes 561 NJ: Kingsland Hall, 20
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Endnotes 563 35 E. A. Locke, “Tow
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Endnotes 565 90 J. M. Robbins, M. T
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Endnotes 567 18 J. Ratner, “Dofas
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Endnotes 569 Working Together: Empl
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Endnotes 571 132 J. Welch and S. We
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Endnotes 573 14 “Cross-Functional
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Endnotes 575 61 W. Immen, “The Mo
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Endnotes 577 of Group Efficacy,”
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Endnotes 579 33 B. A. De Jong and T
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Endnotes 581 64 B. Roberts, “Soci
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Endnotes 583 .com/2011/11/22/scienc
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Endnotes 585 99 C. K. Stevens and A
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Endnotes 587 Influences,” Organiz
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Endnotes 589 94 C. T. Kulik and M.
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Endnotes 591 39 P. Frost, Toxic Emo
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Endnotes 593 46 E. H. Schein, “Th
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Endnotes 595 Chapter 11 1 Opening v
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Endnotes 597 Charismatic Leadership
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Endnotes 599 Outcomes of Mentoring
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Endnotes 601 7 M. H. Bazerman and D
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Endnotes 603 70 See A. L. Delbecq,
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Endnotes 605 human-resources/medita
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Endnotes 607 Phenomenon as ‘Survi
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Endnotes 609 25 J. P. Kotter and L.
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Endnotes 611 2011, http://news.nati
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Glossary/Subject Index 613 boards o
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Glossary/Subject Index 615 cultural
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Glossary/Subject Index 617 five-sta
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Glossary/Subject Index 619 flextime
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Glossary/Subject Index 621 normativ
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Glossary/Subject Index 623 pressure
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Glossary/Subject Index 625 and job
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N A M E A N D O R G A N I Z A T I O
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Fraser Institute, 338 Fraunenheim,
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Mulligan, John, 424 MultiChannel Ne
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University of Toronto, 45 , 50 , 10
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List of Canadian Companies 635 Cana
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