6 motivation Flashcards
definition motivation
process that accounts for an individual’s intensity, direction, and persistence of effort towards attaining a goal
Content theories;
WHAT motivates people:
1. Maslow’s hierarchy of needs
2. Reinforcement theory
3. McClelland’s Theory of Needs
Process theories;
HOW and WHY people are motivated;
1. Expectancy theory
2. Equity theory/Org justice theories
3. Goal Setting theory
4. Self-determination theory
5. Self-efficacy
6 job characteristics model
Maslow’s Hierarchy of Needs.
Hierarchy of several needs that every individual has
1. Physiological
2. Safety-security
3. Social-belongingness
4. Esteem
5. Self-actualisation
√ Logical and easy to understand.
X most studies have not validated it; hasn’t been frequently researched since 60s.
Reinforcement Theory
Behaviour as environmentally caused, ignoring the inner state of the individual and concentrating solely when they take action.
OPERANT CONDITION THEORY: people learn to behave to get something they want or to avoid something they do not want.
It is influenced by the reinforcement or lack thereof and by its consequences.
Rewarded behaviours – reinforced – most likely to be repeated.
McClelland’s theory of needs
Three needs:
1. Need for achievement: drive to excel, to strive to succeed.
2. Need for power: need to make others behave in a way that they would not have behaved otherwise. The desire to have an impact, to be influential, and to control others,
Prestige and gaining influence over others, rather than effective performance.
3. Need for affiliation: desire for friendly and close interpersonal relationships.
Cooperation rather than competition.
This theory has the most support, even across cultures BUT it has less practical effect than the other theories.
Expectancy theory
The strength of one to act a certain way depends on the strength of the expectation and the act will be followed by a given outcome and of attractiveness of that outcome to the individual.P
Process of expectancy theory
1 individual effort
-> expectancy: effort-performance relationship ->
2 individual performance
-> instrumentality: performance-reward relationship ->
3. organisational regards
-> valence: reward-personal goals relationship ->
4. personal goals
Equity theory/Organisational justice theories
Employees make comparisons of their job inputs and outcomes relative to those of others, and thus, respond to inequalities.
we tolerate better over-rewarded than under-rewarded inequity
Inequity = tensions –> actions to reduce it:
- change inputs/outcomes
- distort perceptions of self/others
- change referent/leave field.
Goal setting theory
goals tell an employee what needs to be done and how much effort is needed.
goals are more likely to have a stronger impact on performance when tasks are independent rather than interdependent
TRUE
Self determination theory
employees prefer to feel they have control over their actions.
cognitive evaluation theory: extrinsic rewards make tasks less like something employees want to do and more like they have to do.
employees are driven by three basic needs:
Autonomy
Competence
Positive connections with others.
Self efficacy (aka social cognitive theory: social learning theory
individual’s belief about the capability of performing a task
Ways of becoming more confident with self efficacy:º
- Enactive mastery: better with experience.
- Vicarious modelling: better because you saw someone doing the task.
- Verbal persuasion: Pigmalion effective: better because someone convinced you have the skills.
- Arousal: energised state driving a person to complete a task.
Job Characteristic model
any job may be described by 5 main core job dimensions:
1. Skills variety
2. Task identity
3. Task significance
(these three crease meaningfulness of the work)
4. Autonomy
(induces a psychological state of experiences responsibility for the outcomes)
5. Feedback
(increases our knowledge of the actual results)
