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Final
Motivation Beyond Money/PsyCap
80
Management
Undergraduate 4
08/09/2012
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Term
The exchange of between an employee and his or her direct supervisor is the primary determinant of employee behavior
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. HPWP stands for High Performance Work Practice, which includes self-management, 360 degree feedback, pay for performance and new pay for performance, etc.
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1. “One-Eighth Situation/Organization” with Jeff Peffer suggested that only one out of eight managers and organizations in the worlds do NOT practice HPWPs.
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11. Whether or not a person has successful experience is the only source for him or her to have to build self-efficacy on.
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12. Studies indicated that majority of employees are more satisfied with the motivation that they receive now than before.
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13. Recognition is found to increase performance because the award like plaque is very expensive sometimes.
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14. Our discussion in class suggested that you can practice recognition as frequently as you want, and the more frequent, the more effective.
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15. In comparison to effective feedback, recognition can result in much higher performance increase.
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16. Self-efficacy and general confidence such as a personal trait are different from each other in practice, but the same conceptually.
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17. According to our discussion, the result of 29 % student’s self-efficacy increase in dealing with international experience (in the prior practice) does not make significant difference in the outcomes.
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18. By positive Psychological Capital or PsyCap, Fred Luthans means self-efficacy, subject well-being, trust, and emotional intelligence combined as one core construct to predict sustainable performance.
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19. Positive Organizational Behavior has to rule out emotional intelligence and subject well-being or happiness because they are not open to development.
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2. HPWP missed many important practices such as 360 degree feedback, pay for performance, new pay for performance, and so on.
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20. According to our discussion in class, motivational instruments beyond money can be effective regardless of the working environment (whether or not work environment is embedded with trust, responsibility, and honesty).
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3. Extrinsic reward supports intrinsic motivation in all situations (either routine or challenging/contingent situations).
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7. Research indicated that OB Mod can increase performance only in manufacturing areas, not in service sectors.
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8. High or low self-efficacy does not change people’s behavior choice, motivation effort, perseverance, facilitative thought partners, and vulnerability to stress.
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9. Four sources of self-efficacy includes successful past experience, modeling, and social persuasion, and positive feedback. It missed physiological and psychological arousal like health condition.
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A highly developed organizational context includes transparency, trust, and concern except flexibility.
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A highly developed organizational context includes transparency, trust, flexibility, and concern
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According to our discussion, people with hope are motivated and motivating others
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According to our discussion, people with optimism can achieve willpower and pathway in the pursuit of their goals.
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All the psychological capital components are open to development.
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Attribution is one of the processes how authentic leadership influences subordinates
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Authentic leadership focuses on developing followers as leaders. This is different from the traditional leadership developments.
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Authentic leadership missed attribution as one of the major processes for how leaders to influence followers.
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Being motivated and motivating is what optimism can help managers and employees.
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Both traditional leadership and authentic leadership focus on developing followers into good listeners.
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Both traditional leadership and authentic leadership include the psychological capital of the managers in the leadership measurement.
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Effective feedback suggests the practice of PIGSP, which stands for positive, immediate, graphic, specific, and personal/private.
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Effective practice of feedback and recognition can result in 13.6 % and 11% of performance increase respectively.
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Extrinsic reward does not always support intrinsic motivation, particularly in challenging, or contingent situations.
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Feedback practice in PIGSP way has not proven effective, yet.
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Four sources of self-efficacy are Mastery Experiences, Vicarious Experiences or Modeling, Social Persuasion and Positive Feedback, Physiological and Psychological Arousal.
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Fred Luthans is associated with OB Mod and the key is the five important steps (Identify performance related behavioral events, measure the existing events, analyze the contingent consequences, intervene with action, and evaluation).
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Highly confident people tend to use directly asking strategy to seek feedback. This is versus lowly confident people who tend to use monitoring as feedback seeking strategy.
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Hope helps people achieve their goals through willpower and pathway.
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Most of the psychological capital components are open to development.
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OB Mod has the power to increase performance by 17 percent, particularly in manufacturing areas. More evidence indicated the OB Mod can reduce 25-50 percent absenteeism and 90% tardiness, improve 95% safety and accidental prevention, and significant increase in sale performance.
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OB Mod with Fred Luthans is known for its four steps of behavior modification.
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Our discussion in class also suggested that to effectively practice the motivational instruments beyond money, work environment must be embedded with trust, responsibility, care, and honesty.
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Our discussion in class suggested that organizations have to practice recognition through organizational structure (e.g. It must be the highest authority to grant college degrees).
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Performance measure of authentic leadership includes the psychological capital of the managers, in addition to the measure of the traditional leadership
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Positive Organizational Behavior construct tends to include emotional intelligence and subject well-being because the measurement of these variables received more and more research back-up.
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Positive Psychological capital or PsyCap combines self-efficacy, hope, optimism, and resiliency to predict sustainable behaviors of both employees and managers.
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Psychological capital does not include emotional intelligence due to the weakness of its measurability
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Psychological capital has stronger predicting power of performance than any of its individual construct such as hope, optimism, resiliency, and self-efficacy.
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Psychological capital has the same predicting power of performance as its individual construct such as hope, optimism, resiliency, and self-efficacy.
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Psychological capital includes emotional intelligence due to its measurability.
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Psychological capital is found to be related to variables byond performance, such as job satisfaction and organizational commitment.
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Psychological capital is ideal in theory, but very hard in practice.
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Psychological capital is not found to be related to variables such as job satisfaction and
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Psychological capital is not only theory back-up, but also can be operationized in developmental interventions for performance impact.
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Psychological capital meets ALL the positive organizational behavior or POB criteria
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Psychological capital meets most of the positive organizational behavior or POB criteria.
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Psychological capital of Chinese workers is found to be significantly related to their performance.
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Psychological capital of Chinese workers is not found to be significantly related to their performance.
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Psychological contract is an agreement that shows how much an employee accepts the manager’s vision/purpose and other ideas. It can be strengthened by building trust.
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Psychological contract is largely affected by the legal employment contract or agreement, which has strong relationship to performance (or level of efforts) of the employees.
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Research suggested that recognition can lead to enhance performance and loyalty
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Resiliency can help people realize (1) the new reality or situation, (2) that life is meaningful, (3) how to build skills to adapt to change.
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Resiliency study showed that people get recovered from failure or setback at the same pace.
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Self-Efficacy improves performance the highest among all the non-monetary motivation approaches, by about 24 percent.
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Self-Efficacy influences people through five steps. They are behavior choice, motivation effort, perseverance, facilitative thought partners, vulnerability to stress.
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Self-efficacy improves performance as effectively as feedback, recognition, and OB Mode.
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Self-efficacy must be differentiated from general confidence. It is because self-efficacy is task-oriented and statelike, open to development, but general confidence is non-object oriented, and traitlike, relatively fixed after certain age.
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Self-efficacy studies indicated that 1 percent of self-efficacy increase in a person can be translated in to 1 percent of performance increase. Therefore, 27% of self-efficacy increase on international experience as resulted in class through intervention can be viewed as 29 percent more chance to succeed for the people to gain a new international experience.
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Similar to social capital and human capital, psychological capital focuses on who and what you know.
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Similar to the general leadership practice, authentic leadership practice is also universal across cultures.
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Spitzer’s study indicated that 73 percent of employees feel less motivated now than before.
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Studies in Boeing Company indicated that the rate of return is not significant in investing psychological capital of the engineers and managers
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Studies in Boeing Company indicated that the rate of return is significant (270%) in investing psychological capital of the engineers and managers
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The amount of information exchanged between managers and subordinates has little impact on the performance of the subordinates.
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The power of feedback is the practice of anytime, anywhere, and anyone.
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The practice of feedback is as limited as that of recognition.
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There is beginning evidence that psychological capital holds across cultures (the U.S., China, India, and main players in Flat World globalization).
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There is no evidence that psychological capital holds up across cultures.
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Unlike social capital and human capital, psychological capital focuses on who you are and who you can become.
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Unlike the universalism of leadership practices across cultures, authentic leadership practice is more culture-specific.
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“One-Eighth Organization” with Jeff Pfeffer suggested that only one eighth of the companies and managers recognize the importance of it (HPWPs), Practice it, and most importantly, stick with it.
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