【正文】 ments? Rewards involved in dissonanceMeasuring the AB Relationship216。 Measuring Job Satisfaction–Single global rating–Summation score216。 Satisfaction and Productivity–Satisfied workers aren’t necessarily more productive.–Worker productivity is higher in anizations with more satisfied workers.216。 Satisfaction and Turnover–Satisfied employees are less likely to quit.–Organizations take actions to cultivate high performers and to weed out lower performers.Responses to Job DissatisfactionE X H I B I T 36How Employees Can Express DissatisfactionJob Satisfaction and OCB216。 Employment Interview–Perceptual biases affect the accuracy of interviewers’ judgments of applicants.216。 Performance Evaluations–Appraisals are subjective perceptions of performance.216。 How/Why problems are identified–Visibility over importance of problem? Attentioncatching, high profile problems? Desire to “solve problems”–Selfinterest (if problem concerns decision maker)216。 Performance Evaluation–Evaluation criteria influence the choice of actions.216。 Formal Regulations–Organizational rules and policies limit the alternative choices of decision makers.216。 Historical Precedents–Past decisions influence current decisions.Cultural Differences in Decision Making216。 Time orientation216。 Belief in the ability of people to solve problems216。 Ethical Decision Criteria–Utilitarianism? Seeking the greatest good for the greatest number.–Rights? Respecting and protecting basic rights of individuals.–Justice? Imposing and enforcing rules fairly and impartially.Ethics in Decision Making216。 Employees are intrinsically motivated when rewards an employee gets from work result from:– Choice– the ability to freely selfselect and perform task activities.– Competence– the sense of acplishment from skillfully performing chosen tasks or activities.– Meaningfulness– pursuing a task that matters in the larger scheme of things.– Progress– the feeling of significant advancement in achieving the task’s purpose.Equity TheoryReferent Comparisons:SelfinsideSelfoutsideOtherinsideOtheroutsideEquity Theory (cont’d)E X H I B I T 67Equity Theory (cont’d)Choices for dealing with inequity:1. Change inputs (slack off)2. Change outes (increase output)3. Distort/change perceptions of self4. Distort/change perceptions of others5. Choose a different referent person6. Leave the field (quit the job)Equity Theory (cont’d)Propositions relating to inequitable pay:1. Overrewarded employees produce more than equitably rewarded employees.2. Overrewarded employees produce less, but do higher quality piece work.3. Underrewarded hourly employees produce lower quality work.4. Underrewarded employees produce larger quantities of lowerquality piece work than equitably rewarded employeesEquity Theory (cont’d)Expectancy TheoryE X H I B I T 68Performance DimensionsE X H I B I T 69Integrating Contemporary Theories of MotivationE X H I B I TUnderstanding Work TeamsPrentice Hall, 2024 114Chapter 9Learning Objectives? Learn why teams are popular in many anizations? Contrast teams with groups? Identify four types of teams? Examine conditions when teams are preferred over individualsPrentice Hall, 2024 115Chapter 9Learning Objectives? Identify characteristics of effective teams? Explain how anizations can create team players? Review the role of diversity on work teams? Learn how management can keep teams from being stagnant and rigidPrentice Hall, 2024 116Chapter 9Why Have Teams Bee So Popular?? Performance on plex tasks? Utilization of employee talents? Flexibility and responsiveness? Motivational propertiesPrentice Hall, 2024 117Chapter 9Share informationNeutral (may be negative)IndividualRandom and variedGoalSynergyAccountabilitySkillsCollective performancePositiveIndividual and mutualComplementaryWork Groups Work TeamsComparing Work Groups and Work TeamsPrentice Hall, 2024 118Chapter 9CrossFunctionalSelfManagedProblemSolvingVirtualTypes ofTeamsPrentice Hall, 2024 119Chapter 9When Will Teams Outperform Individuals?InterdependenceTaskComplexity Purpose and GoalsPrentice Hall, 2024 120Chapter 9The TeamEffectivenessModelProcessWorkDesignCompositionContextPrentice Hall, 2024 121Chapter 9Work Design? Autonomy? Skill variety? Task identity? Task significancePrentice Hall, 2024 122Chapter 9SizePersonalityPreferencefor TeamsAbilityRoles andDiversityFlexibilityCompositionPrentice Hall, 2024 123Chapter 9Key Roles on TeamsAdviserPromoterProducerLinker CreatorAssessor OrganizerController MaintainerPrentice Hall, 2024 124Chapter 9Context? Reward systems? Adequate resources? Performance evaluation? Leadership and structurePrentice Hall, 2024 125Chapter 9CommonPurposeTeamwork ProcessesConflictEfficacySpecificGoals SocialLoafingPrentice Hall, 2024 126Chapter 9Turning IndividualsInto Team PlayersSelection RewardsTrainingPrentice Hall, 2024 127Chapter 9Contemporary Issuesin Managing TeamsMature TeamsTotal QualityManagement WorkforceDiversityPrentice Hall, 2024 128Chapter 9CommunicationPrentice Hall, 2024 129Chapter 10Learning Objectives? Describe the munication process? List barriers to munication? Analyze the use of the grapevine? Compare talk for men and womenPrentice Hall, 2024 130Chapter 10Learning Objectives? Examine the role of technology in anizational munica