Organizational Commitment and Job Involvement
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Questions and Answers

Which type of justice focuses on the process of determining the distribution of rewards?

  • Procedural justice (correct)
  • Interactional justice
  • Distributive justice
  • Informational justice

    • Self-determination theory suggests that intrinsic motivation can be undermined by extrinsic rewards.

    True

    What is the overall perception of what is fair in the workplace called?

    justice

    The degree to which employees are treated with dignity and respect is known as __________ justice.

    <p>interpersonal</p> Signup and view all the answers

    Match the type of justice to its appropriate description:

    <p>Distributive justice = Amount and allocation of rewards Procedural justice = Process for determining rewards Informational justice = Truthfulness of explanations Interactional justice = Quality of interpersonal treatment</p> Signup and view all the answers

    What is affective commitment?

    <p>The emotional attachment and identification with an organization</p> Signup and view all the answers

    Continuance commitment is based on an individual's emotional attachment to their organization.

    <p>False</p> Signup and view all the answers

    Define job involvement.

    <p>The degree to which a person identifies with a job and considers performance important to self-worth.</p> Signup and view all the answers

    According to the content, motivation is defined as the intensity, direction, and _____ of effort a person shows in reaching a goal.

    <p>persistence</p> Signup and view all the answers

    Match the types of commitment with their definitions:

    <p>Affective Commitment = Emotional attachment to an organization Normative Commitment = Obligation to stay with an organization Continuance Commitment = Calculation of costs of leaving Job Involvement = Identification with a job and its significance</p> Signup and view all the answers

    Which of the following factors indicates perceived organizational support?

    <p>Employee autonomy in decision-making</p> Signup and view all the answers

    Theory Y assumes that employees dislike work and need to be controlled to achieve goals.

    <p>False</p> Signup and view all the answers

    What is the business case for diversity?

    <p>The argument that diversity improves organizational performance while also addressing societal and moral objectives.</p> Signup and view all the answers

    What does SMART stand for in goal setting?

    <p>Specific, Measurable, Achievable, Relevant, Time-bound</p> Signup and view all the answers

    Positive reinforcement decreases the likelihood of a behavior occurring.

    <p>False</p> Signup and view all the answers

    What are the two types of reinforcement outlined in the reinforcement theory?

    <p>Positive reinforcement and negative reinforcement.</p> Signup and view all the answers

    The process of increasing motivation through specific goals is called __________.

    <p>goal setting</p> Signup and view all the answers

    Match the following reinforcement types with their examples:

    <p>Positive reinforcement = A manager praises an employee for a job well done. Negative reinforcement = A student stops receiving bad grades by improving studying habits. Punishment = A coach benches a player for a bad attitude. Extinction = Not giving attention to a child throwing a tantrum.</p> Signup and view all the answers

    Which of the following is NOT a factor affecting self-efficacy?

    <p>Reinforcement of bad behavior</p> Signup and view all the answers

    Setting specific and difficult goals can lead to better performance.

    <p>True</p> Signup and view all the answers

    What is the main objective of expectancy theory?

    <p>To predict how individuals' beliefs about their capabilities influence their motivation and behavior.</p> Signup and view all the answers

    What is one way to ensure motivation in employees?

    <p>Link rewards to desired performance</p> Signup and view all the answers

    Job rotation involves changing the types of tasks to make a job more enriching.

    <p>False</p> Signup and view all the answers

    What is participative management?

    <p>A process where subordinates share a significant degree of decision-making power with their immediate superiors.</p> Signup and view all the answers

    An example of an alternative work arrangement is __________.

    <p>telecommuting</p> Signup and view all the answers

    Match the type of job design with its description:

    <p>Job enlargement = Horizontal loading of tasks Job rotation = Moving employees across different tasks Job enrichment = Vertical loading of tasks Relational Job Design = Focus on employee relationships and communication</p> Signup and view all the answers

    Which of the following is NOT a common form of employee recognition?

    <p>Salary deductions</p> Signup and view all the answers

    Employee involvement aims to tighten control over operations and resources.

    <p>False</p> Signup and view all the answers

    What is one risk of using money as a motivator?

    <p>Mismatch between rewards and goals.</p> Signup and view all the answers

    Which of the following is a catalyst that supports work?

    <p>Setting clear goals</p> Signup and view all the answers

    Emotional comfort is considered a toxin in the workplace.

    <p>False</p> Signup and view all the answers

    What is the main focus of pay-for-performance systems?

    <p>Linking pay to productivity, profitability, and performance.</p> Signup and view all the answers

    Disrespect and undermining employee feedback are examples of _____ in the workplace.

    <p>toxins</p> Signup and view all the answers

    Match the following pay structures with their advantages:

    <p>Piecework = Easy to calculate and pay for outcomes Commission only = Results in costs proportional to sales Profit-sharing = Easy and encourages organizational citizenship behavior Merit raise = Rewards performance</p> Signup and view all the answers

    What is the potential downside of using piecework pay structures?

    <p>Cutting corners and incorrect estimates</p> Signup and view all the answers

    Providing sufficient resources is an example of a managerial inhibitor.

    <p>False</p> Signup and view all the answers

    What effect does micromanagement have on employees?

    <p>Reduces sense of ownership and can undermine motivation.</p> Signup and view all the answers

    _____ are designed to provide employees with a stake in the company's performance.

    <p>ESOPs</p> Signup and view all the answers

    Which of the following is NOT a benefit of gainsharing?

    <p>Can lead to excessive competition</p> Signup and view all the answers

    Study Notes

    Organizational Commitment

    • Affective Commitment: Employees feel emotionally attached to and identify with the organization, believing in its values.
    • Normative Commitment: Employees feel obligated to stay with the organization due to a sense of duty or loyalty.
    • Continuance Commitment: Employees calculate the costs of leaving the organization and decide to stay based on perceived benefits or lack of alternatives.

    Job Involvement

    • Job Involvement: Employees identify with their job, actively participate, and consider their performance important to their self-worth.
    • Psychological Empowerment: Employees believe they have control over their work, are competent, find their work meaningful, and have autonomy.

    Perceived Organizational Support

    • Perceived Organizational Support: Employees believe the organization values their contributions and genuinely cares about their well-being.
    • Factors that contribute to perceived support include fair rewards, employee voice in decision-making, and supportive supervisors.

    Employee Engagement

    • Employee Engagement: Employees are involved with, satisfied with, and enthusiastic about their work.
    • Highly engaged employees are passionate about their work and feel connected to the company.
    • Benefits of high employee engagement include increased customer satisfaction, productivity, profits, and lower turnover and accident rates.

    Motivation

    • Motivation: The intensity, direction, and persistence of effort an individual exhibits in pursuing a goal.
    • Intensity: How hard a person tries.
    • Direction: Where effort is channeled.
    • Persistence: How long effort is maintained.

    Theory X and Y

    • Theory X: Assumes employees dislike work, avoid responsibility, and need coercion and control to perform. There is some empirical support for this theory.

    Motivation Theories

    • Expectancy Theory: Individuals are motivated by the belief that their effort will lead to desired performance, which will result in valued rewards.
    • Goal-Setting Theory: Setting specific, challenging, and attainable goals with feedback can motivate individuals to exert more effort and achieve higher performance.
      • SMART Goals: Specific, Measurable, Achievable, Relevant, Time-bound.
      • Management by Objective (MBO): Specific goals, participative decision-making, explicit time periods, and performance feedback.
    • Self-Efficacy Theory: Individuals' belief in their ability to successfully perform a task influences their motivation and performance.
      • Four sources of self-efficacy:
        • Enactive Mastery: Past successes build confidence.
        • Vicarious Modeling: Observing others successfully perform a task.
        • Verbal Persuasion: Encouragement and positive feedback from others.
        • Arousal: Increased physiological or emotional arousal can enhance performance.
    • Reinforcement Theory: Behavior is influenced by its consequences:
      • Positive Reinforcement: Following a response with something pleasant.
      • Negative Reinforcement: Following a response by terminating or withdrawing something unpleasant.
      • Punishment: Applying an unpleasant condition to eliminate unwanted behavior.
      • Extinction: Eliminating reinforcement to reduce or eliminate a behavior.
    • Equity Theory: Individuals compare their inputs and outcomes to those of others in similar situations. If perceived inequity exists, they experience tension and seek to restore equity.
      • Ways to address inequity:
        • Change input.
        • Change outcome.
        • Adjust perceptions of self.
        • Adjust perceptions of others.
        • Choose a different referent.
        • Leave the situation.
    • Justice Theory: Individuals strive for fairness in the workplace.
      • Types of Justice:
        • Distributive Justice: Perceived fairness of the distribution of rewards among individuals.
        • Procedural Justice: Perceived fairness of the process used to determine the distribution of rewards.
        • Interactional Justice: Perceived quality of interpersonal treatment from managers.
        • Informational Justice: Degree to which employees receive truthful explanations for decisions.
        • Interpersonal Justice: Degree to which employees are treated with dignity and respect.
    • Self-Determination Theory: Individuals are intrinsically motivated by a sense of autonomy, competence, and relatedness. Extrinsic rewards can undermine intrinsic motivation.

    Job Design and Employee Involvement

    • Job Design: Strategies to enhance motivation by changing job content and structure.
      • Job Enlargement (Horizontal Loading): Expanding the range of tasks performed.
      • Job Rotation: Shifting employees between different tasks or jobs.
      • Job Enrichment (Vertical Loading): Adding more responsibility and autonomy to the job.
      • Relational Job Design: Focusing on the social connections and relationships employees build at work.
      • Alternative Work Arrangements: Flexible work options like flextime, job sharing, and telecommuting.
    • Employee Involvement & Participation: Processes that use employees' input to increase their commitment to organizational success.
      • Participative Management: Employees share decision-making power with their supervisors.
      • Representative Participation: Employees participate in decision-making through a small group of representatives.

    Pay for Performance

    • Pay for Performance: Linking compensation directly to productivity, profitability, or performance. High performers receive higher pay.
      • Individual Incentives: Based on individual performance, whether timed or spot bonuses.
      • Group Incentives: Based on team or group performance.
      • Organizational Incentives: Based on overall company performance.
        • Profit-Sharing: Employees share a percentage of profits.
        • Gain Sharing: Employees share a percentage of cost savings or improved productivity.
        • Employee Stock Ownership Plans (ESOPs): Employees receive company stock as part of their compensation.

    Pay Structures

    • Piecework: Pay based on the quantity of output.
      • Advantages: Easy to calculate, rewards outcomes.
      • Disadvantages: Encourages cutting corners, inaccurate estimates.
    • Group Incentives: Based on the performance of the whole group, whether the best, worst, or average performer.
      • Advantages: Encourages teamwork and high performance.
      • Disadvantages: Can create tensions within groups, as some may feel unfairly compensated for their individual efforts.
    • Commission Only: Pay based entirely on sales revenue.
      • Advantages: Rewards results, cost of compensation proportional to revenue, attracts high performers, easy to calculate.
      • Disadvantages: Can lead to aggressive sales tactics, short-term focus, decreased teamwork, less focus on customer service.
    • Merit Raise: Annual salary increase based on performance evaluation.
      • Advantages: Rewards performance directly.
      • Disadvantages: Requires a robust appraisal system, potential for subjectivity and politics.
    • Profit-Sharing: Sharing a percentage of company profits with employees.
      • Advantages: Simple to implement, encourages organizational citizenship behaviors (OCBs).
      • Disadvantages: Can have limited line of sight (employees may not see the direct connection between their work and profits), annual payouts reduce motivation, diminishing returns over time.
    • Employee Stock Ownership Plans (ESOPs): Employees receive company stock as part of their compensation package.
      • Advantages: Creates a sense of ownership, encourages employees to focus on long-term company success.
      • Disadvantages: Employees may have limited line of sight to the impact of their work on stock price.
    • Gain Sharing: Sharing savings related to cost-cutting or increased productivity with employees.
      • Advantages: Based on measurable outcomes.
      • Disadvantages: Less effective if the company's costs are unstable, difficult to calculate with less tangible outcomes.

    The Four Drives Theory (Nohria et. al 2008)

    • Drive to Acquire: The desire to obtain objects, power, status, and money.
    • Drive to Bond: The need to forge relationships and build connections.
    • Drive to Comprehend: The need to make sense of the world around us, learn, and grow.
    • Drive to Defend: The need to protect oneself and those we care about from harm.

    The Power of Small Wins

    • Small Wins: Even small achievements help motivate individuals and create a sense of progress.
    • Progress: Seeing progress, even in small increments, has a significant impact on daily work satisfaction and motivation.

    Motivation and Meaningful Progress

    • Catalysts: Actions that support work and contribute to motivation.
      • Setting clear goals.
      • Allowing autonomy.
      • Providing resources and time.
      • Helping with the work.
      • Openly learning from problems and successes.
      • Free exchange of ideas.
    • Inhibitors: Actions that undermine work and motivation.
      • Failing to provide support.
      • Actively interfering with work.
    • Nourishers: Acts of interpersonal support that strengthen motivation.
      • Respect and recognition.
      • Encouragement and emotional comfort.
      • Opportunities for affiliation.
    • Toxins: Actions that damage motivation and interpersonal relationships.
      • Disrespect, discouragement, disregard for emotions, interpersonal conflict.
    • Undermining Meaningful Work: Actions that reduce the sense of purpose or ownership in work:
      • Dismissing the importance or significance of the work.
      • Reducing the sense of ownership or control.
      • Shifting goals frequently or unpredictably.
      • Failing to keep employees informed and updated.

    Employee Recognition Programs

    • Gifts and Awards: Providing tangible recognition for accomplishments and hard work.
    • Fairness: Crucial for effective recognition programs. Avoid creating resentment or feelings of exclusion.
    • Frequency: Recognition events should be frequent, but still special and meaningful.

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    Description

    This quiz explores the concepts of organizational commitment, job involvement, and perceived organizational support. It delves into different types of commitment employees may feel towards their organization and the factors affecting their job satisfaction and empowerment. Discover how these concepts impact employee performance and loyalty.

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