IOP4862 Exam Answers - Summary Managerial and organizational psychology 1 / 77

IOP4862 Exam Answers - Summary Managerial and organizational psychology Motivation  Motivation is a psychological process that starts with a physiological or psychological need that activates a behaviour aimed at an incentive  Motivation consists of three elements: - Need: a physiological or psychological deficiency - Drive/motive: an action toward an incentive to alleviate a need - Incentive: anything that alleviates a need and restores a physiological/psychological balance Maslow (Hierarchy of needs)  Maslow arranged a person's motivational needs in a hierarchy  He believed that once a certain level of need is satisfied, it no longer serves to motivate  The next level need has to be activated to motivate the individual  Hierarchy of work motivation - Basic needs: pay - Security needs: seniority plans, unions, health insurance, pension - Social needs: formal and informal work groups or teams - Esteem needs: titles, status and recognition - Self-actualisation: personal growth, realisation of potential Hertzberg (Two-factor theory of motivation)  Hygiene factors: pay, benefits, work conditions and supervisory style  Motivators: recognition, achievement, responsibility, advancement and growth  According to Herzberg motivators are related to job content or the work itself  Hygiene factors are related to job context  Hygiene factors prevent dissatisfaction, but they do not lead to satisfaction  Only motivators motivate employees on the job  According to Herzberg, an individual must have a challenging job that offers opportunities for advancement and recognition to be truly motivated Downloaded by Candice Vermeulen () lOMoARcPSD| Adler (ERG)  Adler extended the work of Maslow and Herzberg to include three groups of core needs - Existence: concerned with survival - Relatedness: stresses the importance of interpersonal and social relationships - Growth: concerned with intrinsic desire for personal development  Adler didn’t assume that these needs existed in a hierarchy. An individual can be focusing on all three categories at the same time QUESTION 1 B (10) Equity theory  Employees compare their job inputs (e.g. effort, experience, education) and outcomes (e.g. salaries, promotion, and recognition) relative to those of others  The equity theory argues that a major input into job performance and satisfaction is the degree of equity or inequity people perceive in their work situation  If we perceive our ratio to be equal to that of relevant others with whom we compare ourselves, a state of equity is said to exist  Inequity on the other hand, occurs when a person perceives the ratio of his/her outcomes to inputs as not the same as significant others which results in tension  Employees may compare themselves to friends, neighbours, co-workers, or colleagues in the organisation, or compare their present job with past jobs they have had  When an employee experiences inequity they may make one of the following choices: 1. Change their inputs: for example, exert less effort 2. Change their outcomes: for example, individuals can increase their pay by producing more items but of a lesser quality 3. Distort perceptions of self: e.g. "I used to think I worked at a moderate pace, but now I realise that I work a lot harder than everyone else 4. Distort perception of others: e.g. "Mike's job isn't as desirable as I previously thought it was" 5. Choose a different referent 6. Leave the field: e.g. quit the job Downloaded by Candice Vermeulen () lOMoARcPSD| QUESTION 2 A (15)  Job satisfaction refers to a collection of feelings that an individual holds towards his/her job Sources of job satisfaction Work itself  Feedback from the job itself and autonomy are two job-related motivational factors  Such job characteristics and job complexity mediate the relationship between personality and job satisfaction, and if the creative requirements of the job are met, employees tend to be satisfied. Interesting and challenging jobs, as well as career development are important characteristics Pay  Money helps people attain their basic needs as well as provide upper-level need satisfaction  Fringe benefits are also important, but not as influential  Satisfaction may be increased by allowing flexibility in choosing the type of benefits preferred in a total package  The amount of remuneration and degree to which it is viewed as equitable influences satisfaction Promotions  Promotional opportunities take a number of different forms and rewards  Individuals promoted on the basis of seniority often experience job satisfaction, but not as much as those promoted on the basis of performance  Executive promotions may be more satisfying than promotions at lower levels of the organisation Supervision  The degree to which a supervisor takes personal interest and cares about the employee increases job satisfaction  Job satisfaction is also higher when employees are allowed to participate in decisions that affect their jobs Downloaded by Candice Vermeulen () lOMoARcPSD| Work group  Friendly, cooperative co-workers are a modest source of job satisfaction  Groups that require considerable interdependence among members to get a job done, will have higher satisfaction Working conditions  If working conditions are good, employees will find it easier to carry out tasks. If working conditions are poor, employees will struggle to get things done QUESTION 2 B (10 marks)  Organisational commitment is a state in which an employee identifies with a particular organisation and its goals Meaning of organisational commitment  A strong desire to remain a member of the organisation  A willingness to exert high levels of effort on behalf of the organisation  A belief in and acceptance of the values and goals of the organisation  An attitude reflecting employees' loyalty to their organisation  An ongoing process through which members of the organisation express their concern for the organisation Dimensions of organisational commitment  Affective commitment: This involves the employee's emotional attachment with the organisation  Continuance commitment: This involves commitment based on the costs (e.g. seniority, benefits) the employee associates with leaving the company  Normative commitment: This involves the employees' feelings of obligation to stay with the organisation because it's the right thing to do Guidelines to enhance organisational commitment  Commit to people-first values: Put things in writing, hire the right kind of people, hold true to your word  Clarify and communicate your mission: clarify, use value-based hiring practices, build tradition Downloaded by Candice Vermeulen () lOMoARcPSD|  Guarantee organisational justice: Have a comprehensive grievance procedure, provide for two-way communication  Create a sense of community: Emphasise team work, build value-based homogeneity  Support employee development: Enrich and empower from within, provide developmental activities.