organizational behavior

I. The Meaning of Money in the Workplace

A. Money and Employee Needs

1. Money is an important factor in satisfying individual needs.

2. Money is a symbol of status, which relates to the innate drive to acquire.

3. Financial gain symbolizes personal accomplishments and relates to growth needs.

4. People value money as a source of feedback and a representation of goal achievement.

5. Compensation is one of the top three factors attracting individuals to work for an organization.

B. Money Attitudes and Values

1. Money tends to create strong emotions and attitudes, most of which are negative, such as anxiety, depression, anger, and helplessness.

2. Money is associated with greed, avarice and occasionally, generosity.

3. People with a strong money ethic believe that money is not evil; that it is a symbol of achievement, respect, and power; and it should be budgeted carefully.

4. Cultural values seem to influence attitudes toward money and a money ethic.

a. People with Confucian work values are more likely to carefully budget their money but are also more likely to spend it.

b. People in countries with a long-term orientation give money a high priority in their lives.

c. Scandinavians, Australians, ad New Zealanders have a strong egalitarian value that discourages people from openly talking about money or displaying their personal wealth.

C. Money and Social Identity

1. People tend to define themselves in terms of their ownership and management of money.

2. Couples tend to adopt polarized roles regarding their management and expenditure of money.

3. Men are more likely than women to emphasize money in their self-concept.

4. Men are shown to be more confident managing their money and are more likely to use money as a tool to influence and impress other.

II. Reward...

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...urally occurring feedback at regular intervals.

3. Includes designing artificial feedback where natural feedback does not occur.

E. Self-Reinforcement

1. Includes the social learning theory concept of self-reinforcement.

2. Occurs whenever an employee has control over a reinforcer but doesn’t “take” the reinforcer until completing a self-set goal.

3. Also occurs decide to do a more enjoyable task after completing a task that you dislike.

F. Self-Leadership in Practice

1. People with a high degree of conscientiousness and internal locus of control are more likely to apply self-leadership practices.

2. Self-Leadership can be learned.

3. Training programs have helped employees to improve their self-leadership skills.

4. Organizations can encourage self-leadership by providing sufficient autonomy and establishing rewards that reinforce self-leadership behaviors.