The perceived fairness of how resources and rewards are distributed Show The perceived fairness of the process and procedures used to make allocation decisions Holds that motivation is a function of fairness in social exchanges Comparison in which another person receives greater outcomes for similar inputs Comparison in which another person receives lesser outcomes for similar inputs An individual's tolerance for negative and positive equity Extent to which people feel fairly treated when procedures are implemented Vroom's Expectancy Theory Holds that people are motivated to behave in ways that produce valued outcomes. Motivation boils down to the decision of how much effort to exert in a specific task situation. Belief that efforts lead to a specific level of performance A performance -> outcome perception The value of a reward or outcome What an individual is trying to accomplish Management system incorporating participation in decision making, goal setting and feedback. The amount of effort required to meet a goal Quantifiability of a goal Amount of commitment to achieving a goal Adam's Equity Theory of Motivation Is a model of motivation that explains how people strive for fairness and justice in social exchanges. Central is an awareness of key components of
individual - organization exchange relationships. People who have a higher tolerance for negative inequity. prefer their outcome/input ratio to be lower than ratios from comparison others Adhere to a strict norm of reciprocity and quickly motivated to resolve negative and positive inequity Have no tolerance for negative inequity. expect to obtain greater output/input ratios than comparison others and become upset when this is not the case. Change outcomes or alter inputs; e.g a raise; or work less hours. Can be cognitive or behavioral. Practical Lessons from Equity Theory (2/9) Employees more likely to accept & support org chg when believed implemented fairly and when it produces equitable outcomes. Mgrs can promote cooperation & teamwork among group members by treating them equitably. Practical Lessons from Equity Theory (4/9) • Treating employees inequitably can lead to litigation and costly court settlements.
Practical Lessons from Equity Theory (6/9)
Factors that Influence Expectancy Perceptions
Vroom's
Expectancy Theory Instrumentality: A performance outcome perception; the fact/function of serving some purpose. Valence: The value of a reward or outcome; Outcomes: refer to different consequ. that are contingent on performance. Implications for mgrs and orgs for expectancy Implications
for managers and for organizations related to expectancy • Goals direct attention • Goals foster the development and application of task strategies and action plans Specific, Measurable, Attainable, Results oriented, Time-Bound two or more freely interacting people with shared norms and goals and a common identity formed by the organization working together toward some common goal. formed by friends group of people casually acquainted with each other for their own personal fulfillment because they have some common characteristics and concerns (interests/hobbies/friendship). Formal Groups and role in org and individuals Tuckman's 5-Stage Theory of Development Forming Group members tend to be uncertain and anxious about their roles, the people in charge and the group’s goals • Mutual trust is low • Time of testing structure Questions about authority and power are resolved through unemotional, matter-of-fact group discussion • Group cohesiveness • Activity focused on solving task problems • Climate of open communication, strong cooperation, and lots of helping behavior • Work is done Roles task-oriented group behavior - Keep the group on track relationship-building group behavior - Keep the group together Task and Maintenance Roles shared attitudes, opinions, feelings, or actions that guide social behavior rejection by other group member exclusion by general consent and from social acceptance
• Help the group or organization survive • Clarify the group’s or organization’s central values and/or unique identity - small group with complementary skills who hold themselves mutually accountable for common purpose, goals, and approach. - Task groups that have matured to the performing stage A group becomes a team when: 1.Leadership becomes a shared activity 2.Accountability shifts from strictly individual to both individual and collective 3.The group develops its own purpose or mission experiential learning aimed at better internal functioning of groups reciprocal faith in other’ intentions and behavior. • Overall trust: expecting fair play, the truth, & empathy • Reliableness: believing that promises & appts. will be kept & commitments met • Emotional trust: having faith that s/o will not misrepresent u to others or betray u 1. Communication 2. Support 5. Predictability 6. Competence - groups of employees granted administrative oversight for their work team made up of technical specialists from different areas Effectiveness of Self-Managed Teams Have a positive effect on productivity management No significant effect on general attitudes allows group members in different locations using information technology to conduct business. - Janis’s term for cohesive in-group’s unwillingness to realistically view alternatives. decrease in individual effort as group size increases. Reasons include: • Equity of effort Major Trends That Make Conflict Inevitable • Constant change process in which one party perceives its interests are being opposed or set back by another party - serves organization’s interests. • Airing existing problems - threatens organization’s interests. • Incompatible personalities/ value systems. Overlapping/unclear job boundaries. • Inad. communication. Interdependent tasks. Org'll complexity • unclear policies, standards/rules. • Unreasonable deadlines/extreme time pressure. • Unmet expectations. Why people avoid Conflict • Harm Desired Outcomes of Conflict 1. Agreement 3. Learning - interpersonal opposition driven by personal dislike or disagreement. - conflict among work groups, teams, and departments • Too much cohesiveness can breed groupthink because a desire to get along pushes aside critical thinking
- the more the members of different groups interact, the less intergroup conflict they will experience • Managers should identify and root out specific negative linkages between groups How to Build Cross Cultrual Relationships Programmed Functional Conflict encourages different opinions without protecting management’s personal feelings. - assigning someone the role of critic. fostering a debate of opposing viewpoints to better understand an issue. 5 Conflict Handling Styles Handling Dysfunctional Conflict-
Integrating - interested parties confront the issue and cooperatively identify the problem, generate and weigh alternative solutions, and select a solution • Appropriate for complex issues plagued by misunderstanding - involves playing down differences while emphasizing commonalities - relies on formal authority to force compliance • Appropriate when an unpopular solution must be implemented - involves either passive withdrawal from the problem or active suppression of the issue • Appropriate for trivial issues - give-and-take approach involves moderate concern for both self and others Alternative Dispute Resolution - avoiding costly lawsuits by resolving conflicts informally or through mediation or arbitration • Facilitation • Conciliation • Peer review • Ombudsman • Mediation - give-and-take process between conflicting independent parties. Two types: - Integrative - cooperatively developing multiple-deal packages while building a long-term relationship Steps in Added-Value Negotiation
Contrast roles and norms and specify four reasons why norms are enforced Roles are specific to a person's position, norms are shared attitudes that differentiate appropriate from inappropriate behavior in a variety of situations. Norms evolve informally and are enforced because they help the group or organization survive. Work group becomes a team leadership is shared, accountability is indiv. & collective, members have developed their own purpose, problem solving is way of life, and measured by collective outcomes. Self-managed teams vs. virtual teams Self managed teams are given administrative oversight whereas virtual teams are globally dispersed. Is the perceived fairness of how rewards and outcomes?Distributive justice- reflects the perceived fairness of how resources and rewards are distributed or allocated.
What is perceptual fairness theory?We perceive fairness if we believe that the input-to-outcome ratio we are bringing into the situation is similar to the input-to-outcome ratio of a comparison person, or a referent. Perceptions of inequity create tension within us and drive us to action that will reduce perceived inequity.
Is the perceived fairness of how rewards are distributed?Distributive justice reflects the perceived FAIRNESS of how RESOURCES AND REWARDS are distributed. Procedural justice represents the perceived fairness of the PROCESS AND PROCEDURES used to make allocation decisions.
Is defined as the perceived fairness of the process?Procedural justice. defined as the perceived fairness of the process and procedures used to make allocation decisions.
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Is the perceived fairness of how rewards and outcomes of decisions are shared by all members of a group?
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