Ch 9: Motivation Flashcards
Human motivation
fundamental topic in social sciences
Motivation to work is a basic topic in which discipline
organizational behavior
Organizations and organizational behavior are linked through
tasks, structures, processes, leadership & culture.
True or false: There is no conclusive science of motivation
True
Motivation in public orgs is affected by
the environment
Human capital management
Human beings and their skills and knowledge are an organization’s most important assets.
Work motivation
a person’s desire to work hard and well. (arousal, direction and persistence of effort in work)
Job motivation scale, Patchen, Petz & Allen (1965)
On most days, does your job drag?
How involved do you feel in your job?
How often do you do extra work?
Do you work harder than others?
Work motivation scale, Wright (2004)
I put forth my best effort regardless of difficulties
I am willing to start early/work late
I do extra work that’s not expected
Time drags at work
Intrinsic motivation scale; Lawler & Hall (1970)
When I do my work well, I feel accomplishment
When I perform well, it contributes to my growth and development
I feel personal satisfaction when I do my job well
Doing my job well increases my self esteem
Reward Expectancies; Rainey (1983)
Producing high quality work increases my chances for higher pay
or promotion
Example: Federal employee attitude survey
Peer evaluations of an individual’s work and motivation; Guion and Landy (1972)
Employee rate a peer on: Team attitude Task concentration Self-starter Organizational identification Job curiosity Persistence Professional identification
These rewards are psychological rewards within the worker
Intrinsic work motives/rewards
These rewards are externally mediated
Extrinsic rewards such as salary or promotion
Barnard (1938) and March & Simon (1958) described this important distinction in job motivation.
Motivation to join and org vs. Motivation to work hard and well.
Organizational leadership includes
Incentives
Guiding values
Inducing cooperation and effort
Motivation doesn’t determine
performance. Performance is affected by:
ability
work environment/co-workers
training
preparation
Theory
Explanation of something we want to understand. Proposes concepts that contribute to an explanation, describe how concepts relate together.
Content theories analyze
needs, motives, rewards that affect motivation
Process theories
concentrate on psychological and behavioral processes.
McClelland’s theory of motivation described these three needs (1960)
Achievement: Mastery & success; facilitates entrepreneurial behavior.
Power: Autonomy;
Affiliation: Friendship
This theory discusses the balance of employee contributions to returns/rewards they receive from the organization
Adams’ Equity Theory (1965)
Victor Vroom’s expectancy theory
People will analyze alternatives to understand the probability that it will end in a positive outcome. They are likely to be more motivated when they probability of a positive outcome is high.
Researcher who described motivation theory with an algebraic formula
Victor Vroom, Expectancy theory
Who said that there is a relationship between observable behaviors and contingencies of reinforcement?
BF Skinner
Operant conditioning:
Positive reinforcement
Increasing a behavior by providing a beneficial stimulus or reward.
Operant Conditioning:
Negative reinforcement
Decreasing a behavior by removing or withholding punishment.
(stop reprimanding when employee improves)
Operant Conditioning:
Operant Extinction
The behavior reverts when the positive reinforcement is removed.
Operant Conditioning:
Punishment
Using adverse stimulus to reduce behavior.
_______ provides the most effective means for influencing behavior.
Positive reinforcement
Operant extinction occurs more slowly with this schedule of reinforcement
Intermittent–especially in highly variable intervals or with variable-ratio schedule. Will take longer to acquire behavior, but extinction will occur more slowly.
Social cognitive theory
Operant conditioning + internal motivation such goals, self efficacy, personal effectiveness
Self-efficacy
Personal judgement of how capable one is.
Goal setting theory; Lock & Latham
Difficult, specific goals lead to higher performance.
Self-determination theory
Innate, essential, universal psychological needs energize people and determine their behavior.
Person-organizational fit
Congruence between personal values and the organization’s values will determine how long an employee’s motivation (and probably tenure)
