Professional Documents
Culture Documents
to Accompany Chapter 14 of
Management
Canadian Edition
Schermerhorn Wright
Prepared by: Michael K. McCuddy
Adapted by: Lynda Anstett & Lorie Guest
Published by: John Wiley & Sons Canada, Ltd.
workplace?
Management - Chapter 14
Management - Chapter 14
Process theories
How people give meaning to rewards and make decisions on
various work-related behaviors.
Reinforcement theory
How peoples behavior is influenced by environmental
consequences.
Management - Chapter 14
Higher-order needs:
Esteem and self-actualization needs.
Desire for psychological growth and development.
Management - Chapter 14
Progression principle
A need at one level does not become activated until
the next lower-level need is satisfied.
Management - Chapter 14
Management - Chapter 14
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Satisfier factors:
Elements of the job content.
Sources of job satisfaction and motivation.
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theories of motivation:
How many different individual needs are there?
Can a work outcome or reward satisfy more
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theory
To maximize expectancy, managers should:
Select workers with ability.
Train workers to use ability.
Support work efforts.
Clarify performance goals.
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theory
To maximize instrumentality, managers should:
Clarify psychological contracts.
Communicate performance-outcome possibilities.
Identify rewards that are contingent on performance.
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theory
To maximize valence in a positive direction,
managers should:
Identify individual needs.
Adjust rewards to match individual needs.
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process:
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participation.
When participation is not possible, workers will
respond positively if supervisory trust and support
exist.
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Negative reinforcement
Increases the frequency of a behavior through the
contingent removal of an unpleasant consequence.
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Extinction
Decreases the frequency of a behavior through the
contingent removal of an pleasant consequence.
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reinforcement is based on
Law of contingent reinforcement
Reward delivered only if desired behavior is
exhibited.
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Merit pay
Awards a pay increase in proportion to individual performance
contributions.
Provides performance contingent reinforcement.
May not succeed due to weakness in performance appraisal
system or lack of consistency in application.
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Gain-sharing plans.
Groups of employees share in any savings realized through
their efforts to reduce costs and increase productivity.
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