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Organizational behavior psychologists study how employees compare their own ratios of outcomes to inputs with relevant others. When the ratios are equal, employees feel equitable and fair, but when unequal, underrewarded employees feel anger and overrewarded employees feel guilt. To reduce this tension and inequity, employees may change their own inputs or outcomes, distort perceptions of self or others, change the reference person used for comparison, or quit their job. The type of pay system can also impact how employees address inequity - those paid by time or quality may over or underproduce depending on their perception of being over or underrewarded.
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Include all material and physiological desires (e.g., food, water, air, clothing, safety, physical love and affection). Maslow's first two levels.
2. Relatedness Needs
Encompass social and external esteem; relationships with significant others like family, friends, co-workers and employers . This also means to be recognized and feel secure as part of a group or family. Maslow's third and fourth levels.
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Internal esteem and self actualization; these impel a person to make creative or productive effects on himself and the environment (e.g., to progress toward one's ideal self). Maslow's fourth and fifth levels. This includes desires to be creative and productive, and to complete meaningful tasks.
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3. Theory X and Y describe different views of employee motivation. McClelland identified three needs - achievement, affiliation and power - that drive motivation. Alderfer grouped needs into existence, relatedness and growth.
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ORGANISATIONAL DEVELOPMENT-BBA NOTES-OSMANIA UNIVERSITY
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- 1. SUBJECT : INTRO ORGANIZATIONAL BEHAVIOR BGD2013 LECTURER : MISS NUR AZIRA ISMAIL GROUP MEMBERS : PAVITHRAN PRASHAN EDVIN BARON SYAHMI
- 2. Workplace and behavioral psychologist
- 4. EMPLOYEES COMPARE THEIR RATIOS OF OUTCOMES TO INPUTS OF RELEVANT OTHERS When ratio are : a) Equal - state of equity exists - feel free of tension considered fair b) Unequal - state of dissatisfaction exist - underrewarded – anger - overrewarded - guilt Tension motivates people to act to bring their situation into equity
- 5. RELEVANT OTHERS Can be four situations : Self Inside - different job in same organization Self Outside - different job in a different organization Other Inside - individual or group in the organization Other Outside - individual or group outside the organization
- 6. REACTIONS TO INEQUITY Employee behaviors to create equity : Change input (slack off) Change outcomes(increase output) Distort/change perceptions of self Distort/change perceptions of others Change the reference person Quit the job
- 7. Proposition relating in inequitable pay : Paid by time : - overrewarded employees produce more quality - underrewarded employees produce less quality Paid by quality : - overrewarded employees give higher quality - underrewarded employees make more of low quality
- 8. -THE END-