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Unformatted text preview: Instructors Manual —Organizational Behavior & Management, 9 th edition Chapter Five: Motivation Chapter Synopsis This chapter addresses motivation and the major theories that have been developed and used in organizations to motivate employees. It begins with a story about an IBM executive who, despite making every effort to be successful, made a $3 million mistake and how IBM management used the situation to bolster a positive motivation atmosphere. It continues with a discussion of job performance determinants (willingness to perform, capacity to perform, and opportunity to perform) and the need for the motivational process to begin with the individual. This is followed by an extensive discussion of two major motivational categories: content and motivation . The chapter concludes with a discussion and review of motivation and the psychological contract that exists between any organization and the employees it hires. Learning Objectives After completing this chapter, students should be able to: 1. Describe the three distinct components of motivation 2. Identify the need levels in Maslow's hierarchy 3. Explain Alderfer's ERG Theory 4. Compare motivators with hygiene factors 5. Discuss the factors that reflect a high need for achievement 6. Define the key terms in expectancy theory 7. Distinguish between inputs and outputs in equity theory 8. Identify the key steps in goal setting 9. Describe the concept of the psychological contract 5-1 Instructors Manual —Organizational Behavior & Management, 9 th edition Key Terms needs —The deficiencies that an individual experiences at a particular point in time. cafeteria-style benefits plans —Plans that allow employees to choose benefits that suit them and to make adjustments to meet their changing needs. job enrichment —Increases motivation by building challenge, responsibility, recognition, and growth opportunities into a person’s job. expectancy theory —A theory of motivation that suggests employees are more likely to be motivated when they perceive their efforts will result in successful performance and ultimately, desired rewards and outcomes. equity theory —A theory of motivation that examines how a person might respond to perceived discrepancies between her input/outcome ratio and that of a reference person. organizational justice —An area of organizational science research that focuses on perceptions and judgments by employees regarding the fairness of their organizations’ procedures and decisions. distributive justice —The perceived fairness of how resources and rewards are distributed throughout an organization. For example, employees make judgments about the fairness of the amount of their pay raises....
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This note was uploaded on 04/06/2012 for the course BUS 5601 taught by Professor Muth during the Spring '09 term at FIT.
- Spring '09