Leadership and organizational behavior
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There is an issue with a new member of the sales team who, after 6 months, is still having work delays that are impacting the team's ability to share information with customers. While the team leader and a mentor had provided training and guidance, the person's results did not improve. There is no formal plan with goals and strategies to help them succeed. This could be due to difficulties learning processes remotely during the pandemic or confusion over varying work responsibilities. Without another new team member for comparison, it is hard to determine if the issues relate to personality traits or lack of commitment. The team should establish clear expectations and accountability through a formal plan to ensure improvement.
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Case presentation ‘attitude is everything’
The training focuses on starting the day with yoga and exercise to relax the mind, generating self-belief, and team building activities to reduce differences and enhance familiarity among employees. Evaluation of the training's effectiveness is done through pre, during, and post training tests; questionnaires; and interviews to determine if employee performance and learning improved. A positive attitude is said to increase confidence, adaptability, and relations with customers and peers, leading to enhanced business.
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This document discusses different theories of motivation including: intrinsic motivation, extrinsic motivation, incentive theory, expectancy theory, Maslow's hierarchy of needs, and equity theory. It provides examples of each type of motivation and suggests managers encourage productivity by ensuring employees feel their work has meaning, good work is rewarded, and they are treated fairly.
Vroom's expectancy theory of motivation
Vroom's Expectancy Theory of Motivation is summarized as follows:
[1] The theory proposes that motivation is a product of valence, expectancy, and instrumentality. Valence refers to how much value or preference one has for a particular outcome. Expectancy refers to one's belief that effort will lead to performance, and instrumentality refers to one's belief that performance will lead to outcomes.
[2] Motivation depends on expectations - people must believe their efforts will be rewarded. Unless there is a positive expectation of reward satisfying a need, one will not take action.
[3] Managers can motivate employees by offering rewards important to employees' needs and by creating positive expectations that effort will
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The document discusses conducting an employee satisfaction survey to provide an understanding of how employees perceive the organization along different dimensions. The survey would assess satisfaction with areas like benefits, commitment, communication, customer service, decision making, development, job content, leadership, pay, performance, appraisal, safety, teamwork, and training. Conducting such surveys allows organizations to identify issues, develop solutions to improve the workplace, retain valuable employees, and facilitate higher customer satisfaction through satisfied, motivated workers.
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Expectancy theory is a motivation theory proposed by Victor Vroom that says individuals are motivated to make choices that they believe will result in desirable outcomes. The theory is based on three variables: valence, which is the value an individual places on a reward; expectancy, which is an individual's belief that they are capable of performing to a level to attain a reward; and instrumentality, which is the belief that good performance will lead to an expected reward. According to expectancy theory, motivation is highest when an individual believes a reward is valuable, they are able to perform well enough to receive it, and that their performance will directly result in receiving the reward.
BigGER Synopsis 01
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Method of measuring Job satisfaction
Method of measuring job satisfaction
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simple global rating and summation
and also a 3rd personal interview for extreme circumstances.
Theory of expectancy
This document discusses Victor Vroom's Expectancy Theory of motivation. It defines the three key components of the theory as Expectancy, Instrumentality, and Valence. Expectancy refers to the belief that effort will lead to good performance. Instrumentality is the belief that good performance will result in desired outcomes. Valence is the value an individual places on those outcomes. The theory proposes that individuals will be motivated to behave in a way they believe will maximize desired, valuable rewards through performance and effort. The document provides definitions and explanations of each concept to outline Vroom's Expectancy Theory of motivation in organizations.
Recommended
Case presentation ‘attitude is everything’
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Vroom's expectancy theory of motivation
Vroom's Expectancy Theory of Motivation is summarized as follows:
[1] The theory proposes that motivation is a product of valence, expectancy, and instrumentality. Valence refers to how much value or preference one has for a particular outcome. Expectancy refers to one's belief that effort will lead to performance, and instrumentality refers to one's belief that performance will lead to outcomes.
[2] Motivation depends on expectations - people must believe their efforts will be rewarded. Unless there is a positive expectation of reward satisfying a need, one will not take action.
[3] Managers can motivate employees by offering rewards important to employees' needs and by creating positive expectations that effort will
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Method of measuring Job satisfaction
Method of measuring job satisfaction
Generally there are 2 methods
simple global rating and summation
and also a 3rd personal interview for extreme circumstances.
Theory of expectancy
This document discusses Victor Vroom's Expectancy Theory of motivation. It defines the three key components of the theory as Expectancy, Instrumentality, and Valence. Expectancy refers to the belief that effort will lead to good performance. Instrumentality is the belief that good performance will result in desired outcomes. Valence is the value an individual places on those outcomes. The theory proposes that individuals will be motivated to behave in a way they believe will maximize desired, valuable rewards through performance and effort. The document provides definitions and explanations of each concept to outline Vroom's Expectancy Theory of motivation in organizations.
Expectancy theory
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Attitude and job satisfaction
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Victor h vroom theory of expectancy
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
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This study examined the relationship between extraversion and job performance/organizational citizenship behavior (OCB) among customer service employees. The researchers hypothesized that extraversion may have a curvilinear rather than linear relationship with these outcomes. They measured extraversion using a forced-choice personality test and found curvilinear relationships, such that moderate levels of extraversion were associated with the highest performance and OCB, while low and high extraversion were less optimal. This challenges the conventional view that extraversion has only positive linear effects and suggests ambiverts may be ideally suited for customer service roles.
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This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
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Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
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Wk 3 retention motivation and_appraisal
This document discusses different theories of motivation in the workplace. It covers Maslow's hierarchy of needs, Herzberg's dual factor theory that separates motivators and hygiene factors, and goal setting theory. Motivation theory looks at what energizes and directs human behavior. Content theories examine internal factors like needs, while process theories consider thought processes that influence behavior. The document also discusses applying motivation strategies appropriately across different career stages from new starters to late career employees. Workplace appraisals should provide feedback, set goals, identify development and training needs, and facilitate two-way communication.
Motivation slides from Workshop
The document summarizes several theories and models related to motivation in learning, including John Keller's ARCS model of motivation, intrinsic and extrinsic motivation, self-determination theory, Malone's theory of intrinsically motivating instruction, and instructional design principles for intrinsic motivation. The models emphasize elements like attention, relevance, confidence, satisfaction, autonomy, competence, relatedness, challenge, fantasy, and curiosity.
Expectancy theory of motivation
Expectancy theory states that an individual's motivation to perform a behavior depends on the strength of their expectation that the behavior will lead to an outcome, and how attractive or valuable that outcome is to the individual. Specifically, it focuses on three relationships: the effort-performance relationship, the performance-reward relationship, and the rewards-personal goals relationship. Maximizing motivation under expectancy theory involves ensuring individuals believe high effort will lead to good performance, good performance will be rewarded, and the available rewards are attractive to the individual.
Expectancy theory
Expectancy theory is a motivation theory that states individuals are motivated if they believe good performance will lead to desired outcomes. It was first proposed by Victor Vroom and includes three variables: expectancy, the belief that effort will lead to performance; instrumentality, the belief performance will lead to rewards; and valence, the value placed on rewards. The theory emphasizes relating rewards directly to performance and ensuring rewards are deserved. Factors like skills, support, resources, and information impact expectancy perceptions. Vroom introduced these variables to explain how motivation is created psychologically through individuals' beliefs about expectancy, instrumentality, and valence interacting.
Attitude and Job Satisfaction
The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
Motivation
The document discusses several theories of motivation in business organizations. It defines motivation as the willingness to exert effort towards organizational goals in order to satisfy individual needs. Key points include Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing between hygiene and motivational factors, and McGregor's Theory X and Y about employee assumptions.
Job satisfaction
The document discusses job satisfaction, including:
1) Defining job satisfaction and the factors that determine it such as personal expectations, work conditions, supervision, and promotion opportunities.
2) Explaining the outcomes of job satisfaction such as mental and physical health, organizational commitment, absenteeism, and productivity.
3) Identifying ways to measure job satisfaction using rating scales, interviews, and critical incidents.
4) Discussing theories of job satisfaction including content, process, and situational theories.
5) Explaining causes of job satisfaction such as company culture, interesting work, rewards, and low stress levels.
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The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
Motivation
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
Motivational theory(vroom's)
Victor Harold Vroom developed the Expectancy Theory of motivation which examines why people choose certain actions. The theory proposes that motivation is based on three factors: Expectancy, Instrumentality, and Valence. Expectancy refers to an employee's belief that effort will lead to certain outcomes. Instrumentality refers to the perception of whether desired outcomes will result from the first outcomes. Motivation Force is determined by the Valence, or value, of the potential outcome multiplied by the Expectancy and Instrumentality.
Victor vroom’s expectancy theory
Some employees are motivated to go to work during a snowstorm because they have high expectancy, instrumentality, and valence. Employees with high expectancy believe that with effort they can complete their tasks. Those with high instrumentality believe good performance will lead to rewards. Employees with high valence highly value the potential rewards. Other employees do not go to work because they lack one or more of these factors. They may not believe effort will lead to good performance, that performance connects to rewards, or that rewards are worthwhile. According to expectancy theory, motivation is highest when all three factors - expectancy, instrumentality, and valence - are high.
Motivation
The document discusses various theories of motivation including:
- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs.
- McGregor's Theory X which suggests that people dislike work and must be coerced to perform.
- Achievement motivation theory which states that internal and external factors influence people's need for achievement.
- Hackman and Oldham's job characteristics model which identifies five core job dimensions that influence motivation.
Individual Practice, Rogelio Gomez Vargas
1) In mid-2018, the author was promoted to mathematics area coordinator at Domus Institute, a new school where he had been teaching math for 6 months, making him the youngest coordinator overseeing around 12 people.
2) This generated leadership problems as some did not see him as a fit leader due to his age and approached communication by avoiding contact and making independent decisions. Attempts to give more freedom to employees backfired by some becoming lazy.
3) Key factors were his young age being seen as strange for giving orders, as well as the unexpected quick promotion, rather than someone who had worked longer.
Setting expectations
How do you set expectations for your self and the team your are supervising so as to achieve organizational goals.
Take a few minutes and learn how this can be done
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Expectancy theory
Expectancy theory proposes that individuals are motivated when they believe their efforts will lead to positive outcomes. The theory was developed by Victor Vroom and is based on three variables: valence, expectancy, and instrumentality. Valence refers to how much value an individual places on a reward. Expectancy is the belief that effort will lead to performance. Instrumentality is the belief that performance will lead to rewards. Motivation is highest when an individual believes high effort will result in good performance and rewards. Managers can enhance motivation by linking rewards closely to performance and providing training to improve employee capabilities.
Attitude and job satisfaction
This chapter is very essential for those who are studying OB and as well has a huge importance for everyone else. Attitude is what makes someone successful and someone else unsuccessful. attitude is defined as evaluative statements- either favorable or unfavorable- concerning people, things, objects etc.while job satisfaction is a positive feeling about one's job.
Victor h vroom theory of expectancy
Victor H. Vroom
Is a business school professor at the Yale School of Management.
He holds a PhD from University of Michigan.
Vroom's primary research was on the expectancy theory of motivation, which attempts to explain why individuals choose to follow certain courses of action in organizations, particularly in decision-making and leadership
His most well-known books are Work and Motivation, Leadership and Decision Making and The New Leadership.
Expectancy Theory
Expectancy theory proposes that a individual will decide to behave or act in a certain way because they are motivated to select a specific behaviour over other behaviours due to what they expect the result of that selected behaviour will be.
In essence, the motivation of the behaviour selection is determined by the desirability of the outcome. However, at the core of the theory is the cognitive process of how an individual processes the different motivational elements. This is done before making the ultimate choice. The outcome is not the sole determining factor in making the decision of how to behave.
Expectancy theory is about the mental processes regarding choice, or choosing. It explains the processes that an individual undergoes to make choices. In the study of organizational behavior, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management.
Expectancy Theory
This theory emphasizes the needs for organizations to relate rewards directly to performance and
to ensure that the rewards provided are those rewards deserved and wanted by the recipients.
Victor H. Vroom defines motivation as a process governing choices among alternative forms of
voluntary activities, a process controlled by the individual. The individual makes choices based on
estimates of how well the expected results of a given behaviour are going to match up with or
eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a
certain effort will lead to the intended performance, the instrumentality of this performance to
achieving a certain result, and the desirability of this result for the individual, known as valence.
Difference from the content theories of Maslow,Alderfer,Herzberg and McClelland
Vroom’s expectancy theory differs from the content theories of Maslow, Alderfer, Herzberg, and
McClelland in that Vroom’s expectancy theory does not provide specific suggestions on what
motivates organization members. Instead, Vroom’s theory provides a process of cognitive variables
that reflects individual differences in work motivation.
Need theories of motivation (Alderfer, 1972; Herzberg, 1968; Maslow, 1970; McClelland, 1976)
attempt to explain what motivates people in the workplace. Expectancy theory is more concerned
with the cognitive antecedents that go into motivation and the way they relate to each other.
The Ambivert Advantage
This study examined the relationship between extraversion and job performance/organizational citizenship behavior (OCB) among customer service employees. The researchers hypothesized that extraversion may have a curvilinear rather than linear relationship with these outcomes. They measured extraversion using a forced-choice personality test and found curvilinear relationships, such that moderate levels of extraversion were associated with the highest performance and OCB, while low and high extraversion were less optimal. This challenges the conventional view that extraversion has only positive linear effects and suggests ambiverts may be ideally suited for customer service roles.
Factors of job Satisfaction
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
Attitudes and Job Satisfaction
,
attitudes and job satisfaction
,
attitudes
,
moderating variables
,
predicting behavior from attitudes
,
job satisfaction
,
another major job attitude
,
causes of job satisfaction
,
employee responses to dissatisfaction
Organizational behaviour
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Work related attitudes
This document discusses attitudes and their components. It explains that attitudes have three components: behavioral, cognitive, and affective. The behavioral component is the intention to act in a certain way, the cognitive component is the beliefs and opinions, and the affective component is the feelings. Attitudes are assumed to influence behavior, but cognitive dissonance can break this relationship. The document also outlines major job attitudes like job satisfaction, organizational commitment, job involvement, perceived organizational support, and employee engagement. It provides definitions and dimensions of these attitudes.
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This document discusses different theories of motivation in the workplace. It covers Maslow's hierarchy of needs, Herzberg's dual factor theory that separates motivators and hygiene factors, and goal setting theory. Motivation theory looks at what energizes and directs human behavior. Content theories examine internal factors like needs, while process theories consider thought processes that influence behavior. The document also discusses applying motivation strategies appropriately across different career stages from new starters to late career employees. Workplace appraisals should provide feedback, set goals, identify development and training needs, and facilitate two-way communication.
Motivation slides from Workshop
The document summarizes several theories and models related to motivation in learning, including John Keller's ARCS model of motivation, intrinsic and extrinsic motivation, self-determination theory, Malone's theory of intrinsically motivating instruction, and instructional design principles for intrinsic motivation. The models emphasize elements like attention, relevance, confidence, satisfaction, autonomy, competence, relatedness, challenge, fantasy, and curiosity.
Expectancy theory of motivation
Expectancy theory states that an individual's motivation to perform a behavior depends on the strength of their expectation that the behavior will lead to an outcome, and how attractive or valuable that outcome is to the individual. Specifically, it focuses on three relationships: the effort-performance relationship, the performance-reward relationship, and the rewards-personal goals relationship. Maximizing motivation under expectancy theory involves ensuring individuals believe high effort will lead to good performance, good performance will be rewarded, and the available rewards are attractive to the individual.
Expectancy theory
Expectancy theory is a motivation theory that states individuals are motivated if they believe good performance will lead to desired outcomes. It was first proposed by Victor Vroom and includes three variables: expectancy, the belief that effort will lead to performance; instrumentality, the belief performance will lead to rewards; and valence, the value placed on rewards. The theory emphasizes relating rewards directly to performance and ensuring rewards are deserved. Factors like skills, support, resources, and information impact expectancy perceptions. Vroom introduced these variables to explain how motivation is created psychologically through individuals' beliefs about expectancy, instrumentality, and valence interacting.
Attitude and Job Satisfaction
The document discusses attitudes and their relationship to behaviors. It defines attitudes as evaluative statements about objects, people, or events, and notes they have cognitive, affective, and behavioral components. Attitudes are influenced by a desire to reduce cognitive dissonance. Recent research shows attitudes can predict behaviors when moderating variables like importance and experience are considered. Job satisfaction is discussed as an attitude involving positive or negative feelings toward one's job. High job satisfaction is linked to higher productivity, fewer absences, and lower turnover. Overall the document examines how attitudes, especially job satisfaction, influence and relate to important workplace behaviors and outcomes.
Motivation
The document discusses several theories of motivation in business organizations. It defines motivation as the willingness to exert effort towards organizational goals in order to satisfy individual needs. Key points include Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing between hygiene and motivational factors, and McGregor's Theory X and Y about employee assumptions.
Job satisfaction
The document discusses job satisfaction, including:
1) Defining job satisfaction and the factors that determine it such as personal expectations, work conditions, supervision, and promotion opportunities.
2) Explaining the outcomes of job satisfaction such as mental and physical health, organizational commitment, absenteeism, and productivity.
3) Identifying ways to measure job satisfaction using rating scales, interviews, and critical incidents.
4) Discussing theories of job satisfaction including content, process, and situational theories.
5) Explaining causes of job satisfaction such as company culture, interesting work, rewards, and low stress levels.
ch3 attitudes and job satisfaction
The document discusses several key aspects of employee attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable. The three main components of attitudes are the cognitive, affective, and behavioral components. While attitudes guide behavior, the relationship is complex and not absolute. Job satisfaction, organizational commitment, and other major attitudes are examined in detail. The importance of regularly measuring employee attitudes through surveys is also highlighted.
Motivation
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
Motivational theory(vroom's)
Victor Harold Vroom developed the Expectancy Theory of motivation which examines why people choose certain actions. The theory proposes that motivation is based on three factors: Expectancy, Instrumentality, and Valence. Expectancy refers to an employee's belief that effort will lead to certain outcomes. Instrumentality refers to the perception of whether desired outcomes will result from the first outcomes. Motivation Force is determined by the Valence, or value, of the potential outcome multiplied by the Expectancy and Instrumentality.
Victor vroom’s expectancy theory
Some employees are motivated to go to work during a snowstorm because they have high expectancy, instrumentality, and valence. Employees with high expectancy believe that with effort they can complete their tasks. Those with high instrumentality believe good performance will lead to rewards. Employees with high valence highly value the potential rewards. Other employees do not go to work because they lack one or more of these factors. They may not believe effort will lead to good performance, that performance connects to rewards, or that rewards are worthwhile. According to expectancy theory, motivation is highest when all three factors - expectancy, instrumentality, and valence - are high.
Motivation
The document discusses various theories of motivation including:
- Maslow's hierarchy of needs which identifies physiological, safety, social, esteem, and self-actualization needs.
- McGregor's Theory X which suggests that people dislike work and must be coerced to perform.
- Achievement motivation theory which states that internal and external factors influence people's need for achievement.
- Hackman and Oldham's job characteristics model which identifies five core job dimensions that influence motivation.
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Individual Practice, Rogelio Gomez Vargas
1) In mid-2018, the author was promoted to mathematics area coordinator at Domus Institute, a new school where he had been teaching math for 6 months, making him the youngest coordinator overseeing around 12 people.
2) This generated leadership problems as some did not see him as a fit leader due to his age and approached communication by avoiding contact and making independent decisions. Attempts to give more freedom to employees backfired by some becoming lazy.
3) Key factors were his young age being seen as strange for giving orders, as well as the unexpected quick promotion, rather than someone who had worked longer.
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How do you set expectations for your self and the team your are supervising so as to achieve organizational goals.
Take a few minutes and learn how this can be done
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This document provides an overview of organizational development tools and techniques for improving employee relations. It discusses the importance of shared vision and open communication to reduce creative tension between an organization's current reality and its goals. Models are presented to analyze problems, set goals, provide coaching and counseling, and implement disciplinary procedures. The overall message is that a balanced approach focusing on both business objectives and employee needs leads to better employee relations.
BUS 3451, Organizational Theory and Behavior 1 Course .docx
BUS 3451, Organizational Theory and Behavior 1
Course Learning Outcomes for Unit IV
Upon completion of this unit, students should be able to:
1. Elaborate on the rational choice paradigm.
2. Explain why people differ from the rational choice paradigm when identifying
problems/opportunities, evaluating/choosing alternatives, and evaluating
decision outcomes.
3. Discuss the roles of emotions and intuition in decision making.
4. Determine employee characteristics, workplace conditions, and specific
activities that support creativity.
5. Identify the benefits of employee involvement and the four contingencies that
affect the optimal level of employee involvement.
6. Explain the benefits and limitations of teams and why employees join informal
groups.
7. Discuss team competencies (teamwork, cohesion, and virtual teams).
Unit Lesson
Decision Making, Creativity, and Team Dynamics
When we have to identify a problem, it is difficult but highly effective to view the
problem as an opportunity. More and more organizations are doing exactly this as
they develop training programs and examine issues that arise.
In this unit, we will learn about the rational choice paradigm, which is helpful to
decision making. Managing people is an art as well as a science, and when a
manager can explain why people differ in opinions as they evaluate opportunities,
issues, and outcomes, they will find that subordinates come to trust their open-
mindedness. Simply listening is a major influence on people, but gaining their
knowledge is what empowers a person in a leadership position to best identify the
problem. Also, important to decision-making are the roles of creativity and control of
one’s emotions. Imagine a situation where a manager did not support creativity.
Where would Apple or Facebook be without the creative involvement of its
organization?
As we discuss aspects of successful, self-directed teams and virtual teams, we will
uncover the value of many areas of the organization such as individual employee
characteristics, workplace conditions, and specific activities that support creativity.
Look at the case studies at the end of Chapter 7 to view many aspects of employee
involvement and creative outcomes in real-life situations.
As we identify the benefits of employee involvement, we will examine many
contingencies that affect the optimal level of employee involvement such as those
outlined in the textbook. Have you ever worked in a company where the boss did not
control over his/her team simply because he/she did not lead? This occurs often, and
silent or servant leaders arise. These leaders might not be the manager or director,
Reading
Assignment
Chapter 7:
Decision Making and
Creativity
Chapter 8:
Team Dynamics
Suggested Reading
See information below.
Learning Activities
(Non-Graded)
See information below.
Key Terms
1. Creativity
2. Decision making
3. Diverg ...
Theory 1- Employee Involvement ModelBasically- this model is a pre-ste.docx
Theory 1: Employee Involvement Model Basically, this model is a pre-step and the foundation for a rational decision making model (our second theory). The outcome of this model will be input into the first step in a rational decision making model (this part got wrong, the second part would also be wrong from the very beginning).
1. Preparation: Introduce more perspectives on problems as much as possible, for a more thorough picture on the issues.
2. Incubation: Brain-storming. Identify abundant potential problems. 3. Illumination: A long journey and a lot of effort in order to accurately define the
problem. 4. Verification: Eventually, successfully define the actual problem in urgency. Also to
review other potential problems.
Problematic Decision 2: Re-Evaluation. According to the rational decision making model, the company’s decision on re-evaluating George’s performance is problematic. Step 1: Problem identification - Again, the company lacks an accurate understanding of their actual office culture. The cause for George’s poor performance and his failure in meeting the expectation is the actual problem to be solved, not his performance itself.
Step 2: Choose the best decision making process - For the re-evaluation decision, the company chooses the wrong decision making model, which involves only the perspectives and opinions from the leaders and managers.
Step 3: Discover & Develop potential choices - If the company performs step 3 correctly, they should have a deep conversation with George, and ask his colleagues’ opinion, the company would have a better picture on George’s performance, and the mistake in Step 2 could be revised. Unfortunately, they didn’t.
Step 6: Post-Evaluation to Decision - The post-evaluation or an introspection is missing, which makes the decisions as whatever the decision makers say so. Even if the decision is wrong, it would never meet a correction.
Motivation
1. What causes George’s dissatisfaction? What does he want? What does the company offer?
The reason for George's dissatisfaction was that the company did not give George what it had promised him before he started.
When George started, he found it difficult to communicate with his colleagues and express his ideas. A colleague, Harry, told him it was better to do nothing and to listen and follow the team. And George found Harry's threatening behavior to other colleagues, which made him very depressed.
Then, the report George had worked so hard on was completely dismissed by his manager, Janet. His ideas were not taken seriously. Finally, at the review meeting, George was not given the expected access to the bonus system and was told to work for another three months.
Overall, George entered a company with the ambition and expectation of a work-life balance, a harmonious and relaxed work environment where he could be creative and his colleagues would be supportive and cooperative. He wanted to be listened to and recognized in the workplace and encour.
Leadership and Organizational Behavior Evaluation EdX
The general manager and assistant manager at Carly's company are ineffective leaders. The general manager communicates poorly through email and passive aggression, while the previous assistant manager was inconsiderate. This created a hostile work environment where employees had no initiative. Better communication and empathy would likely improve guest satisfaction and performance.
The management team received no formal training but were still expected to fulfill duties. Without proper management training or style, there is no satisfaction or performance.
Two relevant class concepts are task-oriented behavior, which involves clearly delegating responsibilities, and people-oriented behavior like consideration. Utilizing both by structuring tasks and focusing on employee well-being could organize the management team and reduce stress for happier employees.
Individual practice
Sebastian and his internship group were unclear on the tasks and deliverables required for a project from their company. They attempted to start work without fully understanding expectations. In a meeting, it became clear they were not on the right track. One teammate scheduled an online meeting with their boss, which provided needed clarification. They realized a lack of role definition in the group and communication from their company leader contributed to the confusion. Going forward, Sebastian learned the importance of setting roles, managing information, and being prepared to discuss projects through effective communication within teams.
Performance
This document provides guidance on performance improvement strategies and coaching employees. It outlines key steps to diagnose performance problems, including understanding the work system, goals, competency, tools, time, training, and more. An example is given of using recommendation and commendation techniques to coach an employee, focusing on behavior change, getting their perspective, agreeing on actions, and ending positively. The goal is empowering employees to change themselves and feel committed to improved performance.
Motivation Strategies. How to motivate yourself and others
Motivation Strategies. How to motivate yourself and othersVirginia Commonwealth University School of Pharmacy
The presentation summarizes ideas from Chapter 9 from Leadership for Pharmacists on motivation strategies.Shine life insurance
Tapan faced several issues that drove his decision to leave Shine Life Insurance. When a new CEO was appointed, Tapan lost favor and his new boss Sudhir was unethical. This violated Tapan's psychological contract and led to job dissatisfaction. While the CEO offered Tapan a higher package to stay, Tapan's motivation, self-esteem and ability to perform were compromised in the new environment. His declining the offer was justified given the organizational changes that negatively impacted his work relationship and support.
1 5InnovationEntrepreneurial Change Annotated .docx
1
5
Innovation/Entrepreneurial Change Annotated Bibliography
Innovation/Entrepreneurial Change Annotated Bibliography
Baumgartner, J. (2013). Innovation Management. Retrieved from http://www.innovationmanagement.se/imtool-articles/the-basics-of-creative-problem-solving-cps/
This article discusses creative problem solving plus its procedure. This article states that creative problem is not just brainstorming in which a lot of people associate it with. J. Baumgartner states that creative problem solving is a simple procedure that breaks down the problem to really undersupplies it plus involves generating ideas to find a solution. There stand seven steps involved in this procedure: Clarify plus identify the problem (this is the most important step as it finds the real problem or goal), research the problem (this helps to get a better underutilizing), formulate creative challenges (this is a simple question that will encourage suggestions), generate ideas (brainstorming), combine plus evaluate the ideas (choose ideas that meet the criteria), draw up an action plan (use simple steps), do it! (implement the ideas). The end of this article states that if organizations fail to use the creative problem solving than the systems plus techniques normally fail.
Brpluss, R.F. (2017). Chief Executive. Retrieved from http://chiefexecutive.net/the-key-to-successful-innovation-is-proper-execution/
This article reviews how plus why proper execution is the key to successful innovation. The author explains how execution plus structure a culture of sustainable innovation is critical. Execution can be broken down into three parts comprised of big ideas, people, plus procedure. The big ideas portion consists mainly of promoting innovation, structure the proper culture, plus removing any barriers. The people portion is important because people related issues stand generally barriers to execution. A critical part of implementing innovation is acquiring plus keeping the right people. The proper people will help ensure all employees stand engaged plus contribute to innovation. Procedure is broken down into generating ideas, screening, testing, analysis, beta tests, product expansion technicalities, commercialization, plus post-launch review. The purpose of procedure is to make sure outcomes stand attained, plus the procedure is repeatable from beginning to end.
Dess, Gregory, Alan Eisner, G.T. Lumpkin, Gerry McNamara. Strategic Management: Creating Competitive Advantages, 7th Edition. McGraw-Hill Learning
Solution
s, 09/2013. Vital Book file.
This textbook discusses strategic management plus the competitive advantage. Chapter nine of this text discusses different tactics for motivating with rewards plus incentives plus how to measure it. It discusses what stand reward systems, the latent downside, creating effective reward plus incentive packages, plus setting up boundaries plus constraints. It also discusses reward systems as a way of organizational c ...
Attrition
A company is facing high attrition rate. The major concerns being motivation and attitude of the employees.
There might be no clear links between attitude and attrition, in this study we will try to assume some attitudes of employees that could lead to attrition in an organisation. And also discuss some motivational measures that could be used to reduce the attrition rate in the company.
Total Quality Management
This lecture discusses employee involvement and motivation. It begins by defining employee involvement and how it relates to quality and productivity. It then discusses motivation theories by Maslow and Herzberg to understand employee motivation levels. Some key points made include that employee involvement requires understanding motivators like interesting work and growth opportunities. Effective teams, training, and recognition and reward systems can also increase employee motivation. The lecture advocates for employee participation in decision making to improve commitment, communication, and idea generation within an organization.
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!7-C.docx
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!
7-Class,
When interviewing for a new job, how might you go about discovering how the job characteristic dimensions are ranked for that position (i.e., high autonomy and low skill variety, task identity, task significance, autonomy, and feedback),)? In general, do all positions for a given organization generally have the same weighting across the organization? Why or why not?
8-Class,
Looking at the five elements of well-being (Positive emotions, Engagement, Relationships, Meaning, and Achievement--PERMA) how do these elements shape organizational climate? Which of these do you think can have the greatest benefit or do the most harm to the culture or an organization?
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!
7
-
Class,
When interviewing for a new job, how might you go about discovering how the job
characteristic
dimensions are ranked for that position (i.e., high autonomy and low skill
variety, task identity, task significance, autonomy, and feedback),)? In general, do all
positions for a given organization generally have the same weighting across the
organization
? Why or why not?
8
-
Class,
Looking at the five elements of well
-
being (Positive emotions, Engagement, Relationships,
Meaning, and Achievement
--
PERMA) how do these elements shape organizational climate?
Which of these do you think can have the greatest ben
efit or do the most harm to the culture
or an organization?
PLEASE ANSWER THESE QUESTION ASKED BY MY PROFESSOR. THANKS!
7-Class,
When interviewing for a new job, how might you go about discovering how the job
characteristic dimensions are ranked for that position (i.e., high autonomy and low skill
variety, task identity, task significance, autonomy, and feedback),)? In general, do all
positions for a given organization generally have the same weighting across the
organization? Why or why not?
8-Class,
Looking at the five elements of well-being (Positive emotions, Engagement, Relationships,
Meaning, and Achievement--PERMA) how do these elements shape organizational climate?
Which of these do you think can have the greatest benefit or do the most harm to the culture
or an organization?
PLEASE REWORD THESE PARAGRAPHS IN YOUR OWN WORDS. DO NOT COPY THE SAME WORDS AS THEY ARE IN EACH PARAGRAPH. THANK YOU!
1- In my job, it takes both extrinsic and intrinsic motivation to motivate employees. Extrinsic motivators such as a year-end bonus or a merit pay increase motivate employees to continue to work hard so they can keep enjoying these results. The problem is that when you only recognize employees once or twice a year, the job they felt from an extrinsic motivator will wear off and they also need intrinsic motivation to maintain that motivation. When your boss recognizes the good work you are doing either by mentioning it to others or saying "thank you" can go a long way in motivating employees to continu.
Attrition... breaks the backbone of organisations
attrition is one of the main problem that we noticed in many organisation. To be free from attrition is a key skill that you need to learn. this is very important these days to use its analytic and metrics. write mail to askme@jagabandhujena.ga for more details
Sensible Team Building
Traditional team building fails because it does not address underlying organizational issues. Jane Doe is hired to help Grandma Ann's Shaggy Carrot Deserts Inc. She discovers complex problems like unclear roles and policies, and lack of employee feedback and rewards. Through data analysis and discussions with all levels, she identifies core issues lowering morale and productivity. Sensible changes like job descriptions, evaluations, and clear policies improve employee relationships, sales increase to $2.8 billion, and Grandma Ann is happier.
Final ProjectYou have been named the manager of a task f.docx
Final Project
You have been named the manager of a task force charged with conducting a critical but challenging change within your workplace. This change is likely to be met with some opposition. You will manage the task force and accomplish this change in just three months. So, you have a very short timeline in which to motivate your organization’s workforce to cooperate with your team and embrace the change it is implementing.
Use a current or past workplace as your hypothetical organization. Choose from one of the following changes to accomplish in the three-month timeframe:
Move your office location to a smaller workspace.
Reconfigure your workspace (cubicles) to a design with reduced privacy.
Merge two salesforce offices into one location, which requires a 10% reduction of your team.
Due to reduced sales, reduce your organization’s work week (and employee pay) by one full work day.
A proposed change of your choosing. You must obtain your instructor’s approval before completing your plan.
Refer to Chapter 5 of
Managing Motivation
on how to plan a motivation improvement project. Using the four steps, create a comprehensive plan to motivate your workforce to cooperate, and even support, this difficult change. Be sure to include:
A description of your hypothetical organization and the change associated with that organization.
A description of how you will plan the proposed change.
An investigation of the strength of each connection and possible causes of weak connections.
Identify appropriate solutions with thorough explanations to help generate employee buy-in and support.
Explain the results measurement process, including an employee feedback component.
Writing the Final Project
The Final Project:
Must be six to eight double-spaced pages in length (not including title and reference pages), and formatted according to APA style as outlined in the Ashford Writing Center.
Must include a title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must begin with an introductory paragraph that has a succinct thesis statement.
Must address the topic of the paper with critical thought.
Must end with a conclusion that reaffirms your thesis.
Must use at least five scholarly sources, including a minimum of two from the Ashford Online Library.
Must document all sources in APA style, as outlined in the Ashford Writing Center.
Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing Center.
?
?
"How can a manager, a consultant, or an individual begin to improve motivation? Using what we understand about motivation, we first diagnose problems and opportunities in the current situation and then determine appropriate solutions. We can do this for a work group or for a single individual. Unlike the car analogy where very little is known about why the car won’t start, we have now learned quite a bit about h.
Running Head MOTIVATING PROJECT TEAM STRATEGY 1.docx
Running Head: MOTIVATING PROJECT TEAM STRATEGY 1
Motivating Project Team Strategy
Marchello Williams
HR Project Management MPM468-1804B-01
11/28/18
Motivating Project Team Strategy
Binder (2016) defines motivation as the potency that initiates, escorts and conserves goal-oriented performance. It is a psychological trait. The method I will employ in the determination on how my team members will be motivated is the Atman test. Atman test can be defined as a scientifically authenticated psychometric instrument that measures characteristic of character. This method is based on the personality theory factors.
Atman test accounts for 11 dimensions of individual personality through grouping them into five sections which include; thinking structure, motivation, leadership, sociability, and resistance to stress. In order to carry out a successful motivating assessment, one needs to understand what motivates the employees as well as what demotivates them, hence the reason why dimensions that are out of motivation are included in this test to equip the motivator with the full picture of employees personality.
To carry out an assessment with this method, employees are required to fill the Atman platform, which can be done from any computer, thereafter the motivator goes back to the platform and views the employee's results. Atman platforms evaluate 11 dimensions of the bipolar scale. For instance, the sociability scale depicts the state of the employee between being introverted and being extroverted. Nature scale, on the other hand, depicts what motivates employees in one hand as well as demotivating them from the other hand.
Atman test reveals to the motivator the kind of employees available. They can either be team oriented or result oriented. The test also reveals if the employees are traditional or adaptable. Result oriented employees will be motivated to attain the aimed results. Team oriented, on the other hand, cannot be motivated directly, this motivation can demotivate them. Traditional employees who are used to work as per their policies fail to catch up in structured work plans, this will demotivate them. Adaptable employees catch up with any structure thus easily motivated.
Describe the theory that most closely aligns with how you intend to motivate your team.
The Big five theory is the one that most closely aligns to Atman test motivation assessment. Big five theory refers to a research in the field of psychology which that is founded from the notion that common personality traits are captured by five dimensions, the O-C-E-A-N mnemonic. This mnemonic stands for openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism (Turner, 2014).
Openness to experience
High scorers in this dimension are curious, nontraditional and creative in general and they easily break the mold of typical approaches because of their intellectual curiosity. Low scores in this dimension are conventional and tend .
Running Head MOTIVATING PROJECT TEAM STRATEGY 1.docx
Running Head: MOTIVATING PROJECT TEAM STRATEGY 1
Motivating Project Team Strategy
Marchello Williams
HR Project Management MPM468-1804B-01
11/28/18
Motivating Project Team Strategy
Binder (2016) defines motivation as the potency that initiates, escorts and conserves goal-oriented performance. It is a psychological trait. The method I will employ in the determination on how my team members will be motivated is the Atman test. Atman test can be defined as a scientifically authenticated psychometric instrument that measures characteristic of character. This method is based on the personality theory factors.
Atman test accounts for 11 dimensions of individual personality through grouping them into five sections which include; thinking structure, motivation, leadership, sociability, and resistance to stress. In order to carry out a successful motivating assessment, one needs to understand what motivates the employees as well as what demotivates them, hence the reason why dimensions that are out of motivation are included in this test to equip the motivator with the full picture of employees personality.
To carry out an assessment with this method, employees are required to fill the Atman platform, which can be done from any computer, thereafter the motivator goes back to the platform and views the employee's results. Atman platforms evaluate 11 dimensions of the bipolar scale. For instance, the sociability scale depicts the state of the employee between being introverted and being extroverted. Nature scale, on the other hand, depicts what motivates employees in one hand as well as demotivating them from the other hand.
Atman test reveals to the motivator the kind of employees available. They can either be team oriented or result oriented. The test also reveals if the employees are traditional or adaptable. Result oriented employees will be motivated to attain the aimed results. Team oriented, on the other hand, cannot be motivated directly, this motivation can demotivate them. Traditional employees who are used to work as per their policies fail to catch up in structured work plans, this will demotivate them. Adaptable employees catch up with any structure thus easily motivated.
Describe the theory that most closely aligns with how you intend to motivate your team.
The Big five theory is the one that most closely aligns to Atman test motivation assessment. Big five theory refers to a research in the field of psychology which that is founded from the notion that common personality traits are captured by five dimensions, the O-C-E-A-N mnemonic. This mnemonic stands for openness to experience, conscientiousness, extroversion, agreeableness, and neuroticism (Turner, 2014).
Openness to experience
High scorers in this dimension are curious, nontraditional and creative in general and they easily break the mold of typical approaches because of their intellectual curiosity. Low scores in this dimension are conventional and tend .
2nd Annual IT Recruiters Roundtable (BDPA Cincinnati)
BDPA Cincinnati brought three (3) experienced IT recruiters to the roundtable. They answered all of the questions you’ve always wanted to ask … but, were afraid to do. It was an outstanding opportunity for anyone, from college interns to entry-level IT professionals to experienced technicians, managers, or executives. The audience received the ‘inside scoop’ on what it takes to successfully land a job, promotion, or have a successful career in the IT industry.
Our panel included:
- Karen Cooper (owner, SmartIT)
- Karen Lipscomb (senior talent acquisition manager, L3-Communications)
- Linda Mullen (assistant VP, Fifth Third Bank)
Corporate America is rebounding from the Great Recession and unemployment continues to lag at levels that are much too high in the Black community and the Greater Cincinnati area. As such, we want to lift the curtain of secrecy about the recruitment process so that BDPA members and supporters have every advantage to advance their careers in the IT industry.
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solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
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12 steps to transform your organization into the agile org you deserve
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Leadership and organizational behavior
- 1. 1. What happened? (Background, brief description of events, specific leadership actions) What were the results? (Real or potential. Try to include both positive and negative possibilities. Evenif the event seemed clearly good or bad, consider unintended consequences.) There is an issue with a not so much new member of the team, after 6 months is still having work delays and because of this the sales team is struggling to share the right information with the customers. When she went into the team, my team leader trained her and the previous owner of her role, since weare working fromhome due to the pandemic a mentor was assigned so she could go to him and ask any question. Things didn’t improve and other members of the team have been in touch withher to offerhelp or guidance so she can be secure about the process to follow.So far, there is not a SMART plan or anything like that to establish goals and strategies to accomplish them. 2. Why did this happen? (Consider all possible factors,including the people and the situation) I think there are several factors,per example: we are working from home, for some people it is difficultto learn something online, specially if there are manufacture process involve. Our workis veering, even when our roles are defined there are alwaysother things to coverand that might be confusing since she has never workon something related. She has a good job attitude, but her results aren’t. At this point there is no way to know if this is a personality trait since we cannot measure the attribution because there is none one new at the team, there is no actual reference to compare. 3. What class concepts are relevant to this situation? (Mention at least one conceptfrom class and how they can be used to interpret the situation.) I think the commitment factoris relevant, maybe she is not engaging or motivated. It might be an issue related to the psychological factor,so her perception of the company is not the best. Wecan not determinate if this is a personality issue because she is the only new person at the team, and we don’t have anyone else to compare and see if the 3 factors(consensus, consistency,and distinctiveness) are true. Lastly, it will be needed to apply some type of power to ensure there is improvement on her results. 4. What did youlearn from this? (Broader lessons that might apply to other situations or problems.) I learned there are several things to consider before assuming about anyone at work,we usually think that the weakness or lacking results are related to personality issues when maybe a training is needed, clarify questions, explain the specific things the employee must achieve (job role), the expectations, service level agreement. Communication is the key.It is also important that the employees had a good perception of the company so we can reach the OCB (organizational citizenship behavior) and we can have real commitment.