TAILIEUCHUNG - Lecture Organizational behavior: Key concepts, skills & best practices (5/e): Chapter 7 - Angelo Kinicki, Mel Fugate

Chapter 7 - Motivation II: Equity, expectancy, and goal setting. After reading the material in this chapter, you should be able to: Discuss the role of perceived inequity in employee motivation, describe the practical lessons derived from equity theory, explain Vroom’s expectancy theory, describe the practical implications of expectancy theory,. | Motivation II: Equity, Expectancy, and Goal Setting Chapter Seven After reading the material in this chapter, you should be able to: Discuss the role of perceived inequity in employee motivation. Describe the practical lessons derived from equity theory. Explain Vroom’s expectancy theory. Describe the practical implications of expectancy theory. Identify five practical lessons to be learned from goal-setting research. Specify issues that should be addressed before implementing a motivational program. Equity Theory Equity theory model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships Negative and Positive Inequity Figure 7-1 Thresholds of Equity and Inequity Benevolents people who have a higher tolerance for negative inequity prefer their outcome/input ratio to be lower than ratios from comparison others Sensitives adhere to a strict norm of reciprocity and are .

• Quản trị kinh doanh
• Organizational behavior
• Lecture Organizational behavior
• Managing people
• Organizational effectiveness
• Motivation II
• Equity theory
• Organizational behavior theory
• Organizational culture
• Organizational structure
• Leading organizational change
• The unfreezing stage
• Individual behavior
• Organizational context
• Organizational design
• Management in organizations
• Leadership in organizations
• Internal locus
• Outcomes of stress
• Script schemas
• Person schemas
• Job satisfaction
• Emotional intelligence
• Motivation theories
• Needs theory
• Individual motivation
• Performance management cycle
• Formal teams
• Informal groups
• Team performance
• The team building process
• Decision making
• Moral dilemma
• Conflict in organizations
• Negotiation in organizations