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Organizational Behaviour > ch 5 theories of motivation > Flashcards

ch 5 theories of motivation Flashcards

1
Q

performance =

A

motivation x ability x environment

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2
Q

motivation

A

the desire to achieve a goal or a certain performance level, leading to goal-oriented behavior

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3
Q

ability

A

having the skills and knowledge required to perform the job

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4
Q

environmental factors

A

having resources, info, and support one needs to perform well

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5
Q

maslow’s hierarchy of needs order

A

physiological, safety, social, esteem, self-actualization

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6
Q

ERG theory

A

basic human needs may be grouped under three categories: existence (physiological and safety), relatedness (social), and growth (esteem and self-actualization)

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7
Q

two-factor theory

A

frederick herzberg
what satisfies them on the job and what dissatisfies them
hygiene factors and motivators

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8
Q

hygiene factors

A

factors causing dissatisfaction of workers because these factors were part of the context in which the job was performed, as opposed to the job itself
- company policies, supervision, working conditions, salary, safety, and security on the job

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9
Q

motivators

A

factors that are intrinsic to the job
- achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities

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10
Q

acquired-needs theory

A

individuals acquire three types of needs as a result of their life experiences
- achievement
- affiliation
- power

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11
Q

thematic apperception test (TAT)

A

assesses the dominant need of the three acquired needs
this method entails presenting research subjects an ambiguous picture asking them to write a story based on it. the stories the photo evokes would reflect how the mind work and what motivates the person

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12
Q

story of those who have a high need for achievement

A

themes of success, meeting deadlines, coming up with brilliant ideas
- not necessarily a good manager

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13
Q

story of those who have a high need for affiliation

A

elements of making plans to be with family or friends
- disadvantageous for managers

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14
Q

story of those who have a high need for power

A

elements of getting work done by influencing other people or desiring to make an impact on the organization
- important trait for managerial and leadership positions

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15
Q

4 need-based theories of motivation

A
  • maslow’s hierarchy of needs
  • ERG theory
  • two-factor theory
  • acquired needs theory
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16
Q

process-based theories of motivation

A
  • equity theory
  • expectancy theory
  • reinforcement theory
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17
Q

equity theory

A

individuals are motivated by a sense of fairness in their interactions
our sense of fairness is a result of the social comparisons we make

18
Q

referent

A

we perceive fairness if we believe that the input-to-output ratio we are bringing into the situation is similar to the input-to-output ratio of a comparison person

19
Q

reactions to unfairness

A
  • distort perceptions
  • increase referent’s inputs
  • reduce own input
  • increase own outcomes
  • change referent
  • leaving the situation
  • seek legal action
20
Q

equity sensitivity

A

a personality trait that explains different reactions to inequity

21
Q

benevolents

A

those who give without waiting to receive much in return

22
Q

entitleds

A

those who expect to receive substantial compensation for relatively little input

23
Q

distributive justice

A

the degree to which the outcomes received from the organization are perceived to be fair

24
Q

procedural justice

A

the degree to which fair decision making procedures are use to arrive at a decision

25
Q

interactional justice

A

the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions

26
Q

expectancy theory

A

individual motivation to put forth more or less effort is determined by a rational calculation in which individuals evaluate their situation

27
Q

3 questions asked in expectancy theory

A
  1. will my effort lead to high performance
  2. will performance lead to outcomes
  3. do i find the outcomes desirable
28
Q

expectancy

A

whether the person believes that high levels of effort will lead to outcomes of interest

29
Q

instrumentality

A

the degree to which the person believes that performance is related to subsequent outcomes

30
Q

valence

A

the anticipated satisfaction that will result from an outcome

31
Q

ways in which managers can influence expectancy

A
  • make sure employees have proper skills, abilities, and knowledge
  • ensure that the environment facilitates performance
  • provide encouragement to make people believe that their effort makes a difference
32
Q

ways in which managers can influence instrumentality

A
  • rewards employee performance
  • inform people in advance about the rewards
  • try to eliminate non-performance influence over rewards
33
Q

ways in which managers can influence valence

A
  • find rewards that are desirable to employees
  • make sure that the rewards are viewed as fair
  • give employees choice over rewards
34
Q

reinforcement theory

A

behavior is a function of its outcomes

35
Q

4 reinforcement interventions

A

positive reinforcement
negative reinforcement
punishment
extinction

36
Q

continuous schedule

A

when reinforcers follow all instances of positive behavior

37
Q

fixed-ratio schedules

A

providing rewards every nth time the right behavior is demonstrated

38
Q

variable ratio

A

providing reinforcement on a random pattern

39
Q

organizational behavior modification (OB mod)

A

systematic application of reinforcement theory to modify employee behaviors in the workplace
five stage model

40
Q

five stages of OB Mod

A
  1. identify the behavior modified
  2. measure the baseline level
  3. analyze its antecedents and outcomes
  4. intervene
  5. evaluate and maintain

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