Self-leadership is replacing direct supervision. Networks are replacing hierarchies. Virtual teams are replacing committees. Companies are looking for employees with emotional intelligence, not just technical smarts. Globalization has become the mantra of corporate survival. Co-workers aren't just down the hall; they're at the other end of an Internet connection.
It makes Organizational Behaviour relevant to students, no matter what their background or work experience or lack of or their career goals. As a pared-down version of the highly successful Langton franchise, this text is targeted at the college and university-transfer market for those who need a lighter, more accessible text.
Note: MyManagementLab is not included with the purchase of this product. In extreme cases employees may believe that accomplishing a particular task performance will definitely result in a particular outcome a probability of 1. More often the P-to-O expectancy falls somewhere between 0. One important issue in P-to-O expectancies is which outcomes we think about. Instead we think only about outcomes of interest to us at the time. Sometimes your motivation to complete a task may be fueled mainly by the likelihood of getting off work early to meet friends.
At other times your motivation to complete the same task may be based more on the P-to-O expectancy of a promotion or pay increase. The main point is that your motivation depends on the probability that a behavior or job performance level will result in outcomes that you think about.
Valence refers to the anticipated satisfaction or dis- satisfaction or dissatis- satisfaction that an individual feels toward an outcome. It ranges from negative to faction that an individual positive.
If you have a strong need for social interaction, for example, you would value group activities and other events that help to fulfill that need. Outcomes that move you further away from fulfilling your social need—such as working alone from home—will have a strong negative valence. Some companies increase this can-do attitude by assuring employees that they have the necessary competencies, clear role perceptions, and necessary resources to reach the desired levels of performance.
Matching employees to jobs based on their abilities and clearly communicating the tasks required for the job is an important part of this process. Unfortunately many organiza- tions have difficulty putting this straightforward idea into practice. For instance, fewer than half of the 6, employees surveyed in one study said they know how to increase their base pay or cash bonuses.
In other words, most employees and managers have a generally low P-to-O expectancy regarding their paychecks. P-to-O expectancies are perceptions, so employees should believe that higher performance will result in higher rewards.
Having a performance-based reward system is important, but this fact must be communicated. When rewards are distributed, employees should understand how their rewards have been based on past performance.
More generally, companies need to regularly communicate the existence of a performance-based reward system through examples, anecdotes, and public ceremonies.
Increasing Outcome Valences Performance outcomes influence work effort only when those outcomes are valued by employees. Expectancy theory also emphasizes the need to discover and neutralize countervalent outcomes. These are performance outcomes that have negative valences, thereby reducing the effectiveness of existing reward systems. For example, peer pressure may cause some employees to perform their jobs at the minimum standard even though formal rewards and the job itself would otherwise motivate them to perform at higher levels.
Does Expectancy Theory Fit Reality? Expectancy theory remains one of the better theories for predicting work effort and motivation. Expectancy theory has been applied to a wide variety of studies, such as predicting student motivation to participate in teaching evaluations, using a decision support system, leaving the organization, and engaging in organizational citizenship behaviors.
As we learned earlier in this and previous chapters, emotions serve an adaptive function that demands our attention and ener- gizes us to take action. The valence element of expectancy theory captures some of this emotional process, but only peripherally. Thus theorists probably need to rede- sign the expectancy theory model in light of new information about the importance of emotions in motivation and behavior. Learning After reading this section you should be able to Objectives 7.
Describe the characteristics of effective goal setting and feedback. Goal Setting and Feedback Walk into almost any call center and you will notice that performance is judged on several metrics such as average pickup time time to answer the call , length of time per call, and abandon rates customers who hang up before the call is handled by a customer service representative.
For example, one recent survey reported that the average pickup time for call centers in the United States is 35 seconds, the average talk time is 11 minutes for government and 6. Some call centers have large electronic boards showing how many customers are waiting and the average time they have been wait- ing. Employees sometimes receive feedback on their computers, such as the average length of time for each call at their workstation. It potentially their role perceptions by improves employee performance in two ways: 1 by stretching the intensity and establishing performance persistence of effort and 2 by giving employees clearer role perceptions so that their objectives.
Their motivation was further fueled with constant reminders of the Hawaiian trip. Staff also received postcards and brochures with tempting images of the resort and its attractions. Challenging goals rather than easy ones cause people to raise the intensity and persistence of their work effort and to think through information more actively.
General Electric, Goldman Sachs, and many other organizations emphasize stretch goals. Although goals should be challenging, employees also need to be committed to accomplishing goals. Thus we need to find an optimal level of goal difficulty where the goals are challenging, yet employees are still motivated to achieve them.
The lower the E-to-P expectancy that the goal can been accomplished, the less committed motivated the em- ployee is to the goal. Goal setting is usually but not always more effective when employees participate in setting goals. Participation may also improve goal quality because employees have valuable information and knowledge that may not be known to managers who develop these goals alone.
Thus participation ensures that employees buy into the goals and have the competencies and resources necessary to accomplish them. Feedback is another necessary condition for effective goal set- feedback ting. Feedback lets us know whether we have achieved a goal or people receive about the are properly directing our effort toward it. Feedback is also an essential ingredi- consequences of their behavior. Feedback is so central to goal setting that we will look more closely at it next.
Characteristics of Effective Feedback Feedback is a key ingredient in goal setting and employee performance. It communi- cates what behaviors are appropriate or necessary in a particular situation that is, it clarifies role perceptions and improves ability by frequently providing information to correct performance problems. Information that identifies a gap between actual and ideal performance is known as corrective feedback because it raises awareness of performance errors and identifies ways to correct those errors.
Under some circumstances, feedback also motivates employees. This is particu- larly true when feedback is positive, such as the peer-to-peer recognition activities described in the opening vignette to this chapter. These recognition programs com- municate feedback as rewards, so they have the double benefit of informing em- ployees about their performance and fulfilling their needs.
For these people, less-than-ideal performance feed- back triggers the drive to learn improve their performance , not their drive to defend. First, feedback should be specific. This ensures that the feedback is not distorted by situational factors. Third, feedback should be timely; it should be available as soon as possible after the behavior or re- sults.
Timeliness helps employees see a clear association between their behavior and its consequences. The fourth characteristic of effective feedback is that it should be credible. Employees are more likely to accept feedback particularly corrective feed- back from trustworthy and credible sources. Finally, feedback should be sufficiently frequent. The answer depends on at least two things. Feedback is a form of reinforcement, so employees working on new tasks should receive more frequent corrective feedback because they require more behavior guidance and reinforcement see Chapter 3.
Employees who are repeating familiar tasks can receive less frequent feedback. The second factor is how long it takes to complete the task. Feedback is necessarily less frequent in jobs with a long cycle time executives and scientists than in jobs with a short cycle time grocery store cashiers. Nonsocial sources provide feedback without someone communicating that information. The opening paragraph to this section mentioned that call centers have various forms of nonsocial feedback, such as electronic displays showing how many callers are waiting and the average time they have been waiting.
The job itself can be a nonsocial source of feedback. Many employees see the results of their work effort while making a product or pro- viding a service where good and poor performance is fairly obvious.
Super- visors in some call centers meet with each employee a few times each month to re- view monitored calls and discuss ways to improve those events. In most other organizations employees receive formal feedback maybe once or twice each year, but informal feedback occurs more often.
Customer surveys have become a popular form of feedback for teams of employees, such as everyone who works at a bank branch. Multisource Degree Feedback According to some estimates, managers at al- most all Fortune firms receive feedback about their job performance from a full circle of people, including direct reports, peers, bosses, vendors, customers, and partners. This multisource or degree feedback tends to provide more complete and Performance feedback accurate information than feedback from a supervisor alone.
Lower-level employees also feel a greater sense of fairness and open communi- an employee. Having several people review so many co-workers can be expensive and time-consuming. With multiple opinions, the degree process can also produce ambiguous and conflicting feedback, so employees may require guidance to interpret the results. A third concern is that peers may provide inflated rather than accurate feedback to avoid conflicts over the forthcoming year.
A final concern is that critical feedback from many people can create stronger emotional reactions than if the critical judgment originates from just one person your boss. He was particularly keen to shore up his self- awareness skills because, as the top executive, there was no one above him at the shipping and logistics firm to regularly monitor his interpersonal style as a leader.
The evidence so far is that executives who work with an executive coach per- form better than those who do not. Coaching comes in many forms, so this positive result should be treated cautiously. Still, executive coaching has become a popular form of feedback and development for executives in many countries.
With the guidance of an executive coach, Clark discovered the leadership issues she needed to address and thereby improve the business and her personal life. The ongoing coaching had a demonstrable effect: Clark recently earned awards for her entrepreneurship and team development among businesses in New Zealand. The preferred feedback source depends on the purpose of the information.
To learn about their progress toward goal accomplishment, employ- ees usually prefer nonsocial feedback sources, such as computer printouts or feed- back directly from the job. This is because information from nonsocial sources is considered more accurate than information from social sources.
Corrective feedback from nonsocial sources is also less damaging to self-esteem. This is probably just as well because social sources tend to delay negative information, leave some of it out, and distort the bad news in a positive way. Almost half of which is a huge plasma screen on the wall of his office. Microsoft CEO Steve than network systems around the country in green, yellow, Ballmer regularly reviews dashboard results in one-on-one or red lights.
Another part of the screen also shows sales, voice meetings with his seven business leaders. It feels better to have co-workers say that you are performing the job well than to discover this from a computer printout. Evaluating Goal Setting and Feedback A recent survey of organizational behavior researchers recently identified goal setting as one of the top OB theories in terms of validity and usefulness. In partnership with goal setting, feedback also has an excellent reputation for improving employee motivation and performance.
Nevertheless, both goal setting and feedback have a few limitations. In some cases employees have negotiated goals with their supervisor that have already been completed! Another limitation is that goal setting potentially focuses employees on a narrow subset of measurable performance indicators while ignoring aspects of job performance that are difficult to measure. A third problem is that setting performance goals is effective in established jobs, but it seems to interfere with the learning process in new, complex jobs.
Thus we need to be careful not to apply goal setting where an intense learning process is occurring. Summarize the equity theory model, including how people try to reduce feelings of inequity. But that pride evaporated when Anderson discovered that the men in her family earned more than her at Boeing for performing the same work. Yet the feelings of injus- tice that Patti Anderson describes are regular occurrences in a variety of situations.
To minimize these incidents, we need to first understand that there are two forms of distributive justice organizational justice: distributive justice and procedural justice. Procedural justice, on ative to our contributions the other hand, refers to fairness of the procedures used to decide the distribution of and the outcomes and contributions of others. Patti Anderson felt distributive injustice because male colleagues were paid significantly more than she was, even though their contribution to the organization was comparable.
Andersen also experienced procedural injustice because of the way procedural justice Boeing initially responded to her concerns. The fairness of the procedures used to decide the distribution Distributive Justice and Equity Theory of resources.
The first thing we usually think about and experience in situations of injustice is dis- tributive injustice—the belief and its emotional response that the distribution of pay and other outcomes is unfair. We apply an equality principle when we believe that everyone in the group should receive the same outcomes. Her first step was a Listening Tour to become familiar with.
This PDF book contain organizational behavior 1st edition document. To download free organizational behavior nelsonbrain you need to We climb Mount Everest. This PDF book contain mt everest simulation tips information. Robbins, Timothy A. Includes indexes. Appendix A Research in This PDF book incorporate organizational behaviour stephen robbins 12th edition document. To download free consumer behavior dan management and organizational you need to Self-Interest and Other-Orientation in Self-Interest And Other-Orientation In The authors also propose that job performance, prosocial behavior, and personal initiative nizational psychology and organizational behavior in a multitude of.
This PDF book contain organizational behavior document. To download free self-interest and other-orientation in organizational behavior you need to. Schermerhorn continually focuses on bridging the gap between the, 11th Edition, brings to its readers the solid and com-. This PDF book incorporate management schermerhorn 11th edition guide. Course Objective Help the student understand how the 'people' side of the organizations affects effectiveness Help the student develop basic skills to deal with the ongoing behavioral dynamics and contribute.
Stephen P. San Diego State University. Prentice Hall International, Inc. This PDF book contain organizational behaviour stephen robbins 12th edition information. To download free organizational behavior 9th edition by stephen p you need to 5th Edition.
McShane Von Glinow fifth edition emerging knowledge and practice for the real world. This PDF book contain organizational behavior mcshane von glinow 5th edition conduct. To download free organizational behavior 5th edition. Best Practices 5th edition. This PDF book include organizational behavior 5th edition conduct. Aviation Week and Space from the beginning the purpose of King and Kelleher was to offer.
This PDF book contain southwest airlines sponsorship proposal sample conduct. Exams are composed of a combination of multiple choice and short essays. Each exam is. This PDF book incorporate multiple choice question of organizational behavior document. To download free mgmt section organizational behavior you need to.
This PDF book include stephen p robbins organizational behavior 14th edition document. McShane, S. In , I authored the first edition of this book, and in its Preface I wrote,. This PDF book contain organizational behavior 8th edition multiple choice conduct. This PDF book contain organizational behavior nelson and quick 3rd edition information.
To download free principles of organizational behavior: realities and you need to 13E Hellriegel and Slocum. Direct download via This PDF book provide organizational behavior 13e hellriegel and slocum conduct. To download free organizational behavior 13e hellriegel and slocum. Spanish translation , which won a Gold Book Award from. This PDF book provide pacific rim mcshane 3rd edition information.
To download free organizational behavior ebooks narotama you need to 10e Stephen P. Robbins 10e Stephen P. Robbins Stephen P Robbins as "a field of study that investigates the impact of individuals Organisational behaviour OB is the systematic study of the actions and.
This PDF book incorporate stephen p robbins organizational behavior information. To download free organizational behavior 10e stephen p. Robbins K 11e Stephen P. Robbins K Sep 10, Theories of Motivation. Content Theory: What motivates people? Process Theory: How motivation occur? Application: Reinforcement Theory. To download free organizational behavior 11e stephen p. This PDF book contain organizational behavior sixth canadian edition multiple choice information.
To download free bhr organizational behavior bishop's university you need to 11e Stephen P. Robbins 11e Stephen P. Robbins the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization. Making things different. This PDF book incorporate stephen p robbins organizational behavior guide. This PDF book provide stephen p robbins organizational behavior 14th edition document.
To download free organizational behavior the college of new jersey you need to mybooklibrary. Business majors. Business phone and inside sales software for support,. McShane Canadian Organizational. Internet Archive's 25th Anniversary Logo. Search icon An illustration of a magnifying glass. User icon An illustration of a person's head and chest.
Sign up Log in. Web icon An illustration of a computer application window Wayback Machine Texts icon An illustration of an open book. Books Video icon An illustration of two cells of a film strip. Video Audio icon An illustration of an audio speaker.
Audio Software icon An illustration of a 3. Software Images icon An illustration of two photographs.
0コメント