ch 5 theories of motivation Flashcards
performance =
motivation x ability x environment
motivation
the desire to achieve a goal or a certain performance level, leading to goal-oriented behavior
ability
having the skills and knowledge required to perform the job
environmental factors
having resources, info, and support one needs to perform well
maslow’s hierarchy of needs order
physiological, safety, social, esteem, self-actualization
ERG theory
basic human needs may be grouped under three categories: existence (physiological and safety), relatedness (social), and growth (esteem and self-actualization)
two-factor theory
frederick herzberg
what satisfies them on the job and what dissatisfies them
hygiene factors and motivators
hygiene factors
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
motivators
factors that are intrinsic to the job
- achievement, recognition, interesting work, increased responsibilities, advancement, and growth opportunities
acquired-needs theory
individuals acquire three types of needs as a result of their life experiences
- achievement
- affiliation
- power
thematic apperception test (TAT)
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
story of those who have a high need for achievement
themes of success, meeting deadlines, coming up with brilliant ideas
- not necessarily a good manager
story of those who have a high need for affiliation
elements of making plans to be with family or friends
- disadvantageous for managers
story of those who have a high need for power
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
4 need-based theories of motivation
- maslow’s hierarchy of needs
- ERG theory
- two-factor theory
- acquired needs theory
process-based theories of motivation
- equity theory
- expectancy theory
- reinforcement theory
equity theory
individuals are motivated by a sense of fairness in their interactions
our sense of fairness is a result of the social comparisons we make
referent
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
reactions to unfairness
- distort perceptions
- increase referent’s inputs
- reduce own input
- increase own outcomes
- change referent
- leaving the situation
- seek legal action
equity sensitivity
a personality trait that explains different reactions to inequity
benevolents
those who give without waiting to receive much in return
entitleds
those who expect to receive substantial compensation for relatively little input
distributive justice
the degree to which the outcomes received from the organization are perceived to be fair
procedural justice
the degree to which fair decision making procedures are use to arrive at a decision
interactional justice
the degree to which people are treated with respect, kindness, and dignity in interpersonal interactions
expectancy theory
individual motivation to put forth more or less effort is determined by a rational calculation in which individuals evaluate their situation
3 questions asked in expectancy theory
- will my effort lead to high performance
- will performance lead to outcomes
- do i find the outcomes desirable
expectancy
whether the person believes that high levels of effort will lead to outcomes of interest
instrumentality
the degree to which the person believes that performance is related to subsequent outcomes
valence
the anticipated satisfaction that will result from an outcome
ways in which managers can influence expectancy
- 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
ways in which managers can influence instrumentality
- rewards employee performance
- inform people in advance about the rewards
- try to eliminate non-performance influence over rewards
ways in which managers can influence valence
- find rewards that are desirable to employees
- make sure that the rewards are viewed as fair
- give employees choice over rewards
reinforcement theory
behavior is a function of its outcomes
4 reinforcement interventions
positive reinforcement
negative reinforcement
punishment
extinction
continuous schedule
when reinforcers follow all instances of positive behavior
fixed-ratio schedules
providing rewards every nth time the right behavior is demonstrated
variable ratio
providing reinforcement on a random pattern
organizational behavior modification (OB mod)
systematic application of reinforcement theory to modify employee behaviors in the workplace
five stage model
five stages of OB Mod
- identify the behavior modified
- measure the baseline level
- analyze its antecedents and outcomes
- intervene
- evaluate and maintain
