![stephen robbins perilaku organisasi stephen robbins perilaku organisasi](https://id-live-05.slatic.net/p/730ccae51b3944a4aeac19deffc0594c.jpg)
Underrewarded hourly employees produce lower quality work.Ĥ. Overrewarded piece-work employees produce less, but do higher quality piece work.ģ. Overrewarded hourly employees produce more than equitably rewarded employees.Ģ. Propositions relating to inequitable pay:ġ. Leave the field (quit the job) Equity Theory (cont’d) Leave the field (quit the job) Choices for dealing with inequity:Ħ.
![stephen robbins perilaku organisasi stephen robbins perilaku organisasi](https://id-test-11.slatic.net/p/6c74dd6206824c60d6ff03816e9e5e5c.jpg)
Equity Theory (cont’d)Į X H I B I T 6–8 E X H I B I T 6–8 Equity Theory (cont’d)Ħ.
![stephen robbins perilaku organisasi stephen robbins perilaku organisasi](https://s2.bukalapak.com/img/20275277052/large/data.jpeg)
Referent Comparisons: Self-inside Self-outside Other-inside Other-outsideĮquity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. Reinforced behavior tends to be repeated.Behavior can be modified (reinforced) by providing (controlling) consequences.Behavior is environmentally caused Assumptions:.Galatea Effects Reinforcement Theory Reinforcement TheoryĪrgues that behavior is a function of its consequences. succeed.īottom Line: Need for Power Individuals have The drive to excel, to achieve The desire for friendly in relation to a set of and close personal standards, to strive to relationships. Need for Achievement Need for Affiliation Contrasting Views of Satisfaction and Dissatisfaction Contrasting Views of Satisfaction and Dissatisfactionĭavid McClelland’s Theory of Needs David McClelland’s Theory of Needs Copyright © 1987 by the President and Fellows of Harvard College: All rights reserved. An exhibit from One More Time: How Do You Motivate Employees? by Frederick Herzberg, September–October 1987. Policies Comparison of Satisfiers and Dissatisfiers Comparison of Satisfiers and Dissatisfiers Factors characterizing events on the job that led to extreme job dissatisfaction Factors characterizing events on the job that led to extreme job satisfactionĮ X H I B I T 6–2 E X H I B I T 6–2 Source: Reprinted by permission of Harvard Business Review.