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Org Theory > Ch 10: Values, Incentives, Attitudes > Flashcards

Ch 10: Values, Incentives, Attitudes Flashcards

1
Q

Need

A

Resource requires for personal well being

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2
Q

Motive

A

Force acting within an individual that causes them to seek an object or condition

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3
Q

Incentive

A

External object or condition that evokes behavior

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4
Q

Goal

A

Future state one strives to achieve

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5
Q

Value

A

Enduring belief that is personally or socially preferable. (Milton, Rokeach, 1973)

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6
Q

Typology of Human Needs

A

Henry Murray (1938)

Abasement
Achievement
Affiliation
Autonomy
Counteraction
Defendance
Deference
Dominance
Exhibition
Harm avoidance
Nurturance
Order
Play
Rejection
Sentience
Sex
Succorance
Understanding
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7
Q

Hierarchy of preptoency

A

AKA Hierarchy of needs (Maslow)

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8
Q

Alderfer’s ERG Model (1972)

A

Growth needs
Relatedness needs
Existence needs

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9
Q

According to Crewson (1995), lower level employees value:

A

job security, benefits

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10
Q

According to Crewon (1995), managers and executives value

A

Accomplishment & challenge

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11
Q

Milton Rokeach’s Value Survey (1973) identified these two types of needs

A

Terminal Needs/Values

Instrumental Needs/Values

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12
Q

Barnard, March and Simon said that it is the responsibility of _______________ to maintain flow of resources for employee incentives.

A

Executives/organizational leaders

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13
Q

Clark & Wilson’s Typology of Organizations describes these primary organization incentives:

A
  1. Material (wages, benefits)
  2. Solidary (intangible, created by act of associating)
  3. Purposive (intangible, satisfaction of contributing to worthy cause.
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14
Q

Downs’ typology of public administrators

A

Climbers-pursue own self interest

Conservers-defend position and resources; make orgs rigid

Value focused: zealots, advocates, statesmen

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15
Q

Service ethic

A

Desire to serve the public

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16
Q

Public service motivation (PSM)

A

Work that benefits society

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17
Q

Questions about Public Service Motivation

A

Can we define it clearly?

Can we measure and access how much of it a person has?

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18
Q

Instrumental motives (Perry & Wise, 1990)

A

Policy formulation

Commitment to a public program

Advocacy for special, private interest

19
Q

Norm based motives (Perry Wise, 1990)

A

Desire to serve public interest, loyalty to duty, government, devotion to social equity.

20
Q

Affective motives (Perry & Wise, 1990)

A

Commitment to program based on convictions about social importance and patriotism of benevolence

21
Q

Patriotism of Benevelonce, Frederickson Hart (1985)

A

Affection for people in the nation; Devotion to defending basic rights granted by the constitution.

22
Q

Gene Brewer, Sally Selden and Rex Facer described these four types of employees who are motivated by public service

A

Samaritans: help people
Communitarians: civic duty
Patriots: public good
Humanitarians: social justice

23
Q

Motivation crowding says that pay can _______ intrinsic motivation under certain conditions.

A

diminish

24
Q

Job satisfaction

A

Is distinct from motivation and performance, but can influence them.

Poor job satisfaction results in high turnover, absenteeism and is costly for an organization.

25
Q

Role Senders

A

People who impose expectations and requirements on a person. Can be formal or informal. Include bosses, subordinates, coworkers, family.

26
Q

When expectations are ambiguous or conflicting,

A

stress level incrases

27
Q

Role ambiguity

A

lack of clear, sufficient information on responsibilities

28
Q

Role conflict

A

Incompatibility of role requirements

29
Q

Individual differences in the need for clarity and control impact

A

role conflict and ambiguity

30
Q

Calculative commitment, Angle & Perry (1981)

A

based on perceived material rewards an organization provides

31
Q

Normative commitment, Angle & Perry (1981)

A

Sees organization as a mechanism for enacting personal ideals and values

32
Q

Affective commitment, Meyer Allen (1991)

A

emotional attachment, identification and involvement with an organization

33
Q

Balfour & Wechsler’s three forms of committment (1996)

A
  1. Identification commitment: pride in working for the organization.
  2. Affiliation commitment: belonging to the organization; described as a family.
  3. Exchange commitment: Organization recognizes and appreciates the efforts and accomplishments of its members.
34
Q

Profession

A

Skill, education, training, competence, professional association, code of conduct, altruistic service

35
Q

Alan Filley, Robert House & Steven Kerr (1976): Professionals tend to have certain beliefs and values.

A 
Need to be an expert in profession.
Autonomy in work is important
Identify with profession & colleagues
Commitment to the work as a calling
Feeling of ethical obligation
Belief in self-regulation, standards
36
Q

Employee empowerment

A

Sharing information, resources, authority with employees.

Derived from employee relations movement

37
Q

Gonger & Kanungo (1988) said that you can enable employees to act by

A

removing constraints that foster powerlessness

38
Q

Four cognitions that cause employees to experience empowerment (Thomas & Velthouse, 1990)

A

Impact
Competence
Meaningfulness-there is value attached
Choice

39
Q

Spreitzer described psychological empowerment as a motivational construct evident in four cognitions

A

meaning
competence
self-determination
impact

Her analysis showed that psychological empowerment is related to employee effectiveness and innovativeness.

40
Q

Causes of psychological empowerment (Seibert, Wang and Courtright, 2011)

A
  1. High performance management practices
  2. Support from organization
  3. Positive leadership
  4. Work design characteristics
41
Q

Employee engagement

A

Measured by attitudes about job involvement, job satisfaction, organizational commitment and employee empowerment

42
Q

Examples of public sector employee engagement studies

A

Office of Personnel Management
Merit System Protection Board

p 324

43
Q

William Kahn (1990) described personal engagement as

A

harnessing oneself to work physically, emotionally, cognitively in a task.

Org Theory (14 decks)

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