Perception, motivation and decision making play a very important role in everyone’s life. This reading abridges different hypothesis, concepts and ideas from the assigned chapters. Perception is a process by which people coordinate and understand their sensory impressions to give meaning to their environment. However, what we observe can be considerably different from objective reality. As people’s behavior is based on their perception, they believe what they chose to believe. Attribution theory attempts to justify the ideas which individuals judge other people differently, depending on the meaning we attribute to a given behavior. It proposes that when we pay attention to an individual’s attitude, we try to determine whether it was internally or externally caused. That determination, mainly relies on elements such as distinctiveness, consensus, and consistency.
This chapter also explains about trivial shortcuts people use to judge others. They include selective perception, halo effect, contrast effects and stereotyping. These have good applications and are most commonly used to assess individuals during an interview or evaluate their performance. Motivation is one of the processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal a person’s efforts shows their intensity, and direction is how that energy is channeled. Finally, motivation has a persistence dimension. This determines how persistent can a person continue to maintain effort.
Motivated people remain with a task sufficiently long to accomplish their objective. Hierarchy of needs theory portrays about five basic needs of a human, they are physiological, safety, social, esteem and self-actualization. McClelland’s theory of needs explains the significance of needs for achievement, power and affiliation. Among the early hypothesis of motivation, McClelland’s has had the best research bolster. Unfortunately, it has less rational impact than the others. The reason was that McClelland contended that the three needs are subliminal. Further research on self-determination theory has concentrated on cognitive evaluation theory, which hypothesizes that extrinsic rewards will reduce intrinsic interest in an assignment. Goal setting theory explains that particular objectives deliver a greater level of yield than the generalized goal to do your best. This is on the grounds that, specificity itself seems to act as an inherent encouragement. The most ideal path for a director to utilize verbal influence is through the Pygmalion effect or the Galatea effect.
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The Pygmalion effect is a type of self-fulfilling prophecy in which believing something can make it true. Social-learning theory determines that attentional, retention, motor reproduction, and reinforcement processes influence an individual. The job characteristics model demonstrates that any activity can be portrayed in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback are motivating job characteristics. From an inspirational stance, this hypothesis expresses that internal rewards are achieved by people when they learn that they personally have performed well on a task that they care about. The core dimentionality can be united into a single predictive index, called the motivating potential score. In the event that occupations score high on inspiring potential, the model predicts that inspiration, execution, and fulfillment will be decidedly influenced and that the probability of nonattendance and turnover will be reduced.
Motivation from concepts to applications discusses about a lot of things like job enlargement, job enrichment, alternative work arrangements, pay structures, flexible benefits and employee recognition programs. I personally would like to stress on job rotation as I feel it is important stimulus to add it to our routine jobs. A lot of employees experience over routinization of their work, one surrogate is job rotation, or the intermittent shufle of an employee from one task to another with comparable skill requirements at the same organizational dimension. The merits of job rotation include reduction boredom, decreases fatigue, boosts motivation, and enables representatives to more likely see how their function adds to their organization. A roundabout advantage is that representatives with a more extensive scope of abilities give the employers a greater adaptability in planning work, adjusting to changes, and filling positions.
Various organizational factors, including performance assessments, compensate frameworks, formal regulations, system-imposed time constraints, and historical precedents will impact decision-making processes. All the theories seem to be culturally bound and Cultural constraints may in few conditions cause a reinterpretation of a hypothesis. Managers ought to consider the recommendations concerning motivation like recognition of individuals differences, use objectives and input, Allow representatives to take an interest in choices that influence them, Link rewards to execution, check the framework for value.
