mgt 414

effort--- performance

role/goal clarity, ability, situational/ organizational factors, personal characteristics

performance --- rewards

trust

effort----performance---rewards---satisfaction

self-efficacy--- goal choice---performance

goal difficulty, commitment, overcoming setbacks

psychological needs--- goal choice--- performance

decrease short-term performance pressures, decrease emphasis on extrinsic rewards

developing self-efficacy using mastery, modeling, verbal persuasion, physiological/ psychological arousal

personal qualities--- goal choice-- performance

drive to excel, catalytic learning capabilities, enterprising spirit, dynamic sensors

impulsive action, desire to please, avoid disagreements

rewards---- satisfaction

equity perception, pay secrecy, individual differences

organizational justice---- satisfation

five core job dimensions---critical psychological states--- job satisfaction

skill variety, task identity, task significance, autonomy, feedback

experienced meaningfulness of work, experienced responsibility for outcomes, knowledge of results

growth need strength, knowledge/skill levels, contextual factors

rewards--- satisfaction

pay is not a motivator, rewards punish, rewards rupture relationships, rewards ignore reasons, discourage risk taking, undermine interest

an individuals belief about his or her abilities to execute a specific task within a given context

based on the belief that an individuals efforts will lead to performance, which in turn, will lead to a specific outcome

represents a persons self-evaluation across a wide variety of different situations

deals with intrinsic motivation where people incorporate the value of the activity into their sense of self

when a personal feels coerced into behaving and experiencing pressure or obligation

analytical self-regulatory job search process mechanism that evaluates how job seekers set and revise personal goals

independence, feel in control of your own behaviors and goals

the ability to do something successfully, experience mastery

universal want to interact, be connected, and experience caring for others

do not lead to long term job satisfaction, but instead are seen as temporary changes to what we do

sense of accomplishment in performing the work itself

high performers, used to be A players but when life changes want more balance

speak their mind/ share opinions b/c they are confident with job security

emotionally intelligent, bridge gap b/w people, self aware

least competent, strong supporters or org, dedicated, dont shake it up

employees that are just barely getting by, low credibility

same conversation over and over

tell and sell (im right your wrong)

belief that you are the most moral/ethical

seeing the person in only one way

deny that you are part of the problem

mulberry bush, huckster hazzard, ignorance is bliss, self-centerdness trap, hanging judge, monochrome vision, denial danger

the connection between performance on the job and outcomes that result from it

a general increase in an employees performance that results from raising a managers expectations about the possible performance level

a performance gain that results from an employees expectations about her own performance