Ch 13 Flashcards
Performance
=f(ability x resources x motivation)
Motivation
accounts for the level, direction, and persistence of effort expended at work;; psychological process by which a person’s efforts are energized, directed, and sustained towards attaining a goal
Content based Theories of Motivation
- Maslow Hierarchy of Needs
- Alderfer’s ERG
- Herzberg Two-Factor
- McClleland Acquired needs
Process Theories
- Adam’s Equity
- Vroom’s Expectancy
- Locke’s Goal Setting
Motivation (3)
- energy/desire/passion
- focused/directed
- persistance
Types of Motivation
-extrinsic & intrinsic
Extrinsic (comic)
- transactional;; carrot-and-stick motivation)
- -more vacations; benefits; and mechanical jobs
Intrinsic (comic)
-transformational–inspire, where employee want to go to work;; can see it through employees working there because they want to be there
Extrinsic motivation
behavior that is performed to acquire external material or social rewards or to avoid punishment; the source of motivation is the consequences of the behavior, not the behavior itself–mechanical jobs, $
Intrinsic motivation
behavior that is performed for its own sake, because you enjoy doing that job or activity; gives a sense of accomplishment and achievement in doing the job–CISCO choice, non profits, $ can cause demotivation
Companies are doing…
1) autonomy
2) mastery
3) purpose/challenge
Maslow’s Hierarchy of Needs
- -works from lower level to upper levels
- -only one type of need motivates you at a time
- -the higher in the organization you are, the more your needs will shift to the top of they pyramid
Physiological needs
breathing, food, water, sex, sleep, homeostasis, excretion–extrinsic
Safety needs
security of body, of employment, of resources, of morality, of the family, of health, of property–extrinsic
Love/Belonging
friendship, family, sexual intimacy–extrinsic
Esteem
self-esteem, confidence, achievement, respect of others, respect by others–instrinsic
Self-actualization
morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts–intrinsic
Alderfer’s ERG Theory
- -more than one type of need may exist at a time
- -no starting or stopping point
- -3 categories of needs
- —–Growth (workshops & promotions), Relatedness (Office parties), Existence (safety, psychological)
Herzberg’s Two Factor Theory
-job satisfaction and job dissatisfaction are created by different factors
Hygiene factors
extrinsic (environmental) factors that create job dissatisfaction, when absent–> create problem
- -context
- Quality of supervision, pay, organisational policies, physical working conditions, relations with others, job security
Motivators
intrinsic (psychological) factors that create job satisfaction, when present–> motivate you
- -content
- promotion opportunities, opportunities for personal growth, recognition, responsibility, achievement
Acquired Needs theory (McClelland)
- Need for achievement (good managers-top effective)
- Need for affiliation (teams)
- Need for power (president-top leadership)
Adam’s Equity Theory
–based on employee perceptions of their inputs-outcomes ratio compared with the inputs-outcomes ratios of relevant othes
compare accomplishments
IF ratio= Outcomes A/Inputs A=Outcomes B/Inputs B
state of equity (fairness) exists
IF ratios are unequal;Outcomes A/Inputs A
inequity exists and the person feels under-appreciated
Inequities occur Outcomes A/Inputs A>Outcomes B/Inputs B
inequality (overrewarded) employees will attempt to do something to re-balance the ratios (seek justice)
Vroom’s expectancy Theory
theory that motivation will be high when workers believe that high levels of effort lead to high performance, and high performance leads to attainment of desired outcomes E-I-V Theory
Effort–> Performance–> Outcome
Expectancy–will my effort be enough to attain the desired performance?
Instrumentality–Will my performance yield the desired outcome? (CPA get job?)
Valence–is the outcome desirable enough for the effort involved? (benefit options)
Locke’s Goal-Setting theory
proposes that setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals
Participation in Goal-Setting
- increases the acceptance of goals
- fosters commitment
- provides for self-feedback that guides behavior and motivates performance
MBO
Management by Objectives (everyone sets own goals)
Self Empowered teams
self directed; managed autonomy
Motivation is
one of the most important leadership challenges for managers today
there are 2 types of motivation/motivating factors, intrinsic and extrinsic
balance of these two factors make the best organizations depending on the environment and types of employees
Not everyone is motivated the same way
- managers must know what their employees want, and provide clear and attainable goals to reach these motivators
- workers inputs should match the outputs that they wish to attain for an organization to run successfully and be prosperous
- managers should provide a just and fair workplace to the employees and ensure a fair compensation system based on input-output
