Attitudes and Motivation Flashcards

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1
Q

Attitudes

A

Attitudes are a predisposition to perceive and evaluate things in a certain way and behave or intend to behave towards them in relatively enduring ways (affective, cognitive and behavioural components).

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2
Q

Function of Attitudes

A

Attitudes represent our views, influence how we process information and guide our behaviour.

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3
Q

Satisfaction

A

A positive emotional state resulting from the appraisal of a job or experience. Satisfied employees lead to better overall organisational performance.

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4
Q

Work Ethic

A

Placing value on working and having a job.

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5
Q

Career Commitment

A

Commitment to developing self or career.

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6
Q

Organisational Commitment

A

Affective commitment - liking the organisation
Normative commitment - sense of loyalty or duty to organisation
Continuance commitment - costs of leaving are too high

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7
Q

Job Involvement

A

Psychological identification with the nature of job and the sector.

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8
Q

Organisational Citizenship

A

Employees contribute to the organisational effectiveness beyond what is formally required.

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9
Q

Psychological Contract

A

Reflects a belief in the implied reciprocal obligations between the employee and the organisation.

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10
Q

Motivation

A

Social-psychological forces that determine people’s choices, efforts and persistence. Extrinsic (external) or intrinsic (internal) motivations.

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11
Q

Maslow’s Hierarchy of Needs

A
Physiological needs (food, water, oxygen)
Safety needs (shelter, clothing)
Belonging needs (love, affiliation)
Esteem needs (feeling good about self)
Actualisation (realising full potential)
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12
Q

ERG Theory

A

Existence (food, water, safety, shelter)
Relatedness (interpersonal relationships and communication)
Growth (self-development and productivity)

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13
Q

Acquired Needs

A

Achievement (desire to do better and solve complex tasks)
Affiliation (desire to establish and maintain warm relationships)
Power (desire to control or take care of others)

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14
Q

Expectancy Theory

A

How workers make choices about various behaviours.
Valence - the reward is valued
Expectancy - how much effort is involved in performing the behaviour
Instrumentality - belief that the behaviour will lead to the valued outcome.

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15
Q

Equity Theory

A

Evaluate the output to input ratio and compare this to the O/I ratio of referents in similar jobs or other organisations. Outputs (rewards) must match inputs (tasks) otherwise the person perceives inequity which can reduce job performance.

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16
Q

Organisational Justice Theory

A

Extension of Equity Theory. Not just an output to input ratio, but how rewards are distributed within the organisation.
Distributive Justice - perceived fairness of rewards
Procedural Justice - perceived fairness of organisational policies and procedures.