ethics intro ch06

7/25/2019 ethics intro ch06

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OrganizationalOrganizationalBehavior, 9/EBehavior, 9/E

Schermerhorn, Hunt, andSchermerhorn, Hunt, and

OsbornOsborn

Prepared by

Michael ! Mc"uddy

#alparaiso $niversity

John Wiley & Sons, Inc.


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Chapter 6 Study Questions

(hat is motivation)

(hat do the content theories suggest about

individual needs and motivation)

(hat do the process theories suggest about

individual motivation)

(hat are rein*orcement theories and ho+

are they lined to motivation)


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Study Question 1:What is motivation?

Motivation re*ers to *orces +ithin an individual

that account *or the level, direction, and

persistence o* e**ort e.pended at +or!

0irection 1 an individual2s choice +hen presented

+ith a number o* possible alternatives!

3evel 1 the amount o* e**ort a person puts *orth!

Persistence 1 the length o* time a person stays +ith a

given action!


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Study Question 1:What is motivation?

"ategories o* motivation theories!

"ontent theories!

5 6ocus on pro*iling the needs that people see to

*ul*ill!

Process theories!

5 6ocus on people2s thought or cognitive processes!

7ein*orcement theories!

5 Emphasize controlling behavior by manipulating

its conse8uences!


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Study Question 2: What do the content theories

suggest about individual needs and motivation?

"ontent theories!

Motivation results *rom the individual2s attempts to

satis*y needs! Ma:or content theories!

Hierarchy o* needs theory!

E7; theory!

*actor theory!

Each theory o**ers a slightly di**erent vie+!


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E7; theory.

E.istence needs!

5 0esire *or physiological and material +ell>being!

7elatedness needs!

5 0esire *or satis*ying interpersonal relationships!

;ro+th needs!5 0esire *or continued personal gro+th and

development!


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Study Question 3: What do the process theories

suggest about individual motivation?

Process theories!

6ocus on the thought processes through +hich

people choose among alternative courses o*action!

=he chapter *ocuses on t+o process

theories%

E8uity theory!

E.pectancy theory!


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E8uity theory.

People gauge the *airness o* their +or outcomes in

relation to others!

6elt negative ine8uity!

5 Fndividual *eels he/she has received relatively less

than others in proportion to +or inputs!

6elt positive ine8uity!

5 Fndividual *eels he/she has received relatively

more than others in proportion to +or inputs!


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E8uity restoration behaviors!

"hange +or inputs!

"hange the outcomes received!3eave the situation!

"hange the comparison person!

Psychologically distort the comparisons!=ae actions to change the inputs or outputs o*

the comparison person!


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"oping methods *or dealing +ith e8uity

comparisons!

7ecognize that e8uity comparisons are inevitable in the

+orplace!


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< person2s motivation is a multiplicative *unction

o* e.pectancy, instrumentality, and valence M G

E . F . #C!Motivational implications o* e.pectancy theory!

Motivation is sharply reduced +hen, e.pectancy,

instrumentality, or valence approach zero!

Motivation is high +hen e.pectancy and

instrumentality are high and valence is strongly

positive!


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E.trinsic re+ards!

Positively valued +or outcomes given to the

individual by some other person!

Fntrinsic re+ards!

Positively valued +or outcomes that the

individual receives directly as a result o* tasper*ormance!


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;uidelines *or the distribution o* e.trinsic

re+ards!

"learly identi*y the desired behaviors!

Maintain an inventory o* re+ards that have the

potential to serve as positive rein*orcers!

7ecognize individual di**erences in there+ards that +ill have a positive value *or

each person!


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;uidelines *or the distribution o* e.trinsic

re+ards cont.C!

3et each person no+ e.actly +hat must be done to

receive a desirable re+ard set clear target antecedentsand give per*ormance *eedbac!


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Study Question 4: What are reinorcement

theories and ho! are they lin"ed to motivation?

7ein*orcement!

=he administration o* a conse8uence as a

result o* a behavior!

Proper management o* rein*orcement can

change the direction, level, and persistence o*an individual2s behavior!


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3a+ o* e**ect!

=heoretical basis *or manipulating

conse8uences o* behavior!

Behavior that results in a pleasant outcome is

liely to be repeated +hile behavior that

results in an unpleasant outcome is not lielyto be repeated!


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Organizational behavior modi*ication OBModC! =he systematic rein*orcement o* desirable

+or behavior and the nonrein*orcement orpunishment o* un+anted +or behavior!

$ses *our basic strategies%5 Positive rein*orcement!

5 Aegative rein*orcement!

5 Punishment!

5 E.tinction!


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Positive rein*orcement!

=he administration o* positive conse8uences

to increase the lielihood o* repeating thedesired behavior in similar settings!

7e+ards are not necessarily positive

rein*orcers!

< re+ard is a positive rein*orcer only i* the

behavior improves!


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Principles governing rein*orcement!

3a+ o* contingent rein*orcement!

5 =he re+ard must be delivered only i* the desired

behavior is e.hibited!

3a+ o* immediate rein*orcement!

5 =he re+ard must be given as soon as possible a*ter

the desired behavior is e.hibited!


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Scheduling rein*orcement!

"ontinuous rein*orcement!

5


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Aegative rein*orcement!


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Punishment!

=he administration o* negative conse8uences

or the +ithdra+al o* positive conse8uences to

reduce the lielihood o* repeating the behavior

in similar settings!


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Fmplications o* using punishment!

Punishing poor per*ormance enhances

per*ormance +ithout a**ecting satis*action!


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E.tinction!

=he +ithdra+al o* the rein*orcing

conse8uences *or a given behavior!=he behavior is not unlearned it simply is not

e.hibited!

=he behavior +ill reappear i* it is rein*orcedagain!


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Ethical issues +ith rein*orcement usage!

Fs improved per*ormance really due to rein*orcement)

Fs the use o* rein*orcement demeaning anddehumanizing)

(ill managers abuse their po+er by e.erting e.ternal

control over behavior)

Ho+ can +e ensure that the manipulation o*conse8uences is done in a positive and constructive

*ashion)


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C#$%&'()*

"opyright ' I John (iley K Sons, Fnc!

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