05_Organizational Psych: Overview and Motivation Flashcards
Scientific management:
Taylor’s Primary motivating factor
Individuals are driven by economic self-interest
Money = most effective motivator
Human Relations Movement (Mayo):
Overview
Greater emphasis on worker needs, motives, and relationships
Identified the “Hawthorne effect”
Hawthorne effect:
Overview
Research phenomenon: job performance improved as a result of participating in the research study
Productivity increased regardless of changes were made in work environments
Mayo:
Informal Workgroup Norms
Production above or below the informal norm results in social pressure to conform
Rate busters = workers who produce too much
Chiselers / Just lazy = coworkers who produce too little
Determinants of MacGregor’s Theory X and Theory Y Management styles
Based managers’ assumptions of employee characteristics
Beliefs of Theory X Managers
Employees dislike work and avoid it whenever possible
Employees must be directed and controlled
Beliefs of Theory Y Managers
Work is as natural as play
Employees are capable of self-control and self-direction
Relationship Between Motivation and Performance
High motivation alone does not lead to high performance
Performance Equation
Ability + Motivation + Environment
Maslow’s five basic instinctual needs
Physiological
Safety
Social
Esteem
Self-actualization
Maslow’s Need-Hierarchy Theory of Motivation:
Pre-potent motivators
Needs are arranged in a hierarchy
Each need acts as a motivator only when lower needs are met (prepotent)
*Self-actualization is ongoing, the only need that is never completely met
Criticisms of Maslow’s Need-Hierarchy Theory
Needs are not always activated in the order described
Unfulfilled needs, especially psychological needs, take precedence over other needs
Maslow’s needs rated highest by Managers
Esteem
Self-actualization
ERG Theory (Alderfer):
Three Needs
Existence
Relatedness
Growth
[*More empirically supported than need-hierarchy theory]
Need Theory:
McClelland used thematic apperception tests to identify these 3 needs that underlie job motivation
Need for achievement
Need for power
Need for affiliation
High need for achievement:
Employee Characteristics
Prefer Moderate difficulty tasks and risk
Prefer to assume personal responsibility rather than delegate work
*Less suitable for management positions
High need for achievement employees:
Preferred feedback
Frequent and concrete
Monetary rewards viewed as feedback and recognition
*not primary motivation
Herzberg’s Two-Factor Theory of Satisfaction and Motivation:
Overview
Motivator Factors: Higher-level needs
Hygiene Factors: Lower-level needs
Satisfaction and Dissatisfaction are Independent constructs
One can be both satisfied and dissatisfied at the same time
Herzberg’s Two-Factor Theory:
Higher-level needs
Opportunities for responsibility, advancement, recognition, and achievement
When fulfilled = Increase job satisfaction and motivation
When unfulfilled =Do not cause dissatisfaction
Hertzberg:
Job enrichment
Combining several jobs into a larger job
Employee performs a meaningful unit of work and is given greater responsibility, freedom, and control
*Increases motivation
Hertzberg:
Characteristics of individuals who welcome job enrichment
Younger, well-educated
Possess skills needed to perform the enriched job
High need for achievement
Job Enlargement vs Job Enrichment
Enrichment = more higher-level tasks, Increases motivation and satisfaction
(vertical loading)
Enlargement = more tasks with more variety
(horizontal loading)
Job Enlargement and Satisfaction
Can reduce boredom, but doesn’t impact satisfaction or motivation
Locke and the Latham’s Goal-Setting Theory:
Overview
There is a higher motivation to achieve goals that have been consciously accepted and committed to
