CH 9: Motivation Flashcards
Motivation
Psychological forces that determine the direction of a person’s behavior in an organization, a person’s level of effort, and a person’s level of persistence.
Effort
How hard a person works.
Persistence
When faced with roadblocks and other obstacles, people keep trying or give up.
Intrinsically Motivated Behavior
Behavior that is performed for its own stake.
Extrinsically Motivated Behavior
Behavior that is performed to acquire material or social rewards or to avoid punishment.
Prosocially Motivated Behavior
Behavior that is performed to benefit or help others.
Outcome
Anything a person gets from a job or organization.
Input
Anything a person contributes to his or her job or organization.
Expectancy Theory
Victor H. Broom: 1960’s
The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.
Expectancy -> Effort
Expectancy
A perception about the extent to which effort results in a certain level of performance.
Instrumentality
A perception about the extent to which performance results in the attainment of outcomes.
Instrumentality-> Performance
Valence
How desirable each of the outcomes available from a job or an organization is to a person.
Valence -> Outcome
Need
A requirement or necessity for survival and well-being.
Need Theories
Theories of motivation that focus on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.
Abraham Maslow
Hierarchy of Needs:
Low- Psychological
Safety
Belongingness
Esteem
High-Self-actualization
Hierarchy of Needs
An arrangement of 5 basic needs that, according to Maslow, motivate behavior. He proposed that the lowest level of unmet needs is the prime motivator and that one level of needs is motivational at a time.
Federick Herzberg
Herzberger’s Motivator-Hygiene Theory
Two Factors:
1. Outcomes that lead to high levels of motivation and job satisfaction
2. Outcomes that can prevent people from being dissatisfied
Herzberger’s Motivator-Hygiene Theory
A need theory that distinguishes between motivator needs and hygiene needs and proposes that motivator needs must be met for motivation and job satisfaction to be high.
Motivator Needs
Related to the nature of the work itself and how challenging it is.
Hygiene Needs
Related to the physical and psychological context in which the work is performed.
David McClelland
Researched the needs for achievement, affiliation, and power.
Need for Achievement
The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence.
Need for Affiliation
The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her to get along with each other.
Need for Power
The extent to which an individual desires to control or influence others.
Equity Theory
A theory of motivation that focuses on people’s perception of the fairness of their work outcomes relative to their work inputs.
J. Stacy Adams
Equity Theory: 1960’s
Motivation is influenced by the comparison of one’s own outcome-input ratio with outcome-input ratio of a referent.
Referent
A person or a group of people who are perceived to be similar to oneself.
Equity
The justice, impartiality, and fairness to which all organizational members are entitled.
When a person perceives his or her own outcome-input ratio to be equal to a referent’s outcome-input ratio.
Inequity
Lack of fairness.
Two types:
1. Underpayment Inequity
2. Overpayment Inequity
Underpayment Inequity
The inequity that exists when a person perceives that his or her own outcome input ratio is less than the ratio of a referent.
Overpayment Inequity
The inequity that exists when a person perceives that his or her own outcome-input ratio is greater than the ratio of a referent.
Distributive Justice
A person’s perception of the fairness of the distribution of outcomes in an organization.
Procedural Justice
A person’s perception of the fairness of the procedures that are used to determine how to distribute outcomes in an organization.
Interpersonal Justice
A person’s perception of the fairness of the interpersonal treatment he or she receives from whoever distributes outcomes to him or her.
Informational Justice
A person’s perception of the extent to which his or her manager provides explanations for decisions and the procedures used to arrive at them.
Goal Setting Theory
A theory that focuses on identifying the types of goals that are most effective in producing high levels of motivation and performance and explaining why goals have these effects.
Ed Locke and Gary Latham
Researchers for Goal Setting Theory
Suggested that the goals organizational members strive to attain are prime determinants of their motivation and subsequent performance.
Goals must be specific and difficult.
Goal
What a person is trying to accomplish through his or her efforts and behaviors.
Learning Theories
Theories that focus on increasing employee motivation and performance by linking the outcomes that employees receive to the performance of the desired behaviors and the attainment of goals.
Learning
A relatively permanent change in knowledge or behavior that results from practice or experience.
Operant Conditioning Theory
The theory that people learn to perform behaviors that lead to desired consequences and learn not to perform behaviors that lead to undesired consequences.
B.F. Skinner
Psychologist; Created Operant Conditioning Theory
Positive Reinforcement
Giving people outcomes they desire when they perform organizationally functional behaviors.
Negative Reinforcement
Eliminating or removing undesired outcomes when people perform organizationally functional behaviors.
Extinction
Curtailing the performance of dysfunctional behaviors by eliminating whatever is reinforcing them.
Punishment
Administering an undesired or negative consequence when dysfunctional behaviors occurs.
Social Learning Theory
A theory that takes into account how learning and motivation are influenced by people’s thoughts and beliefs and their observations of other people’s behavior.
Vicarious Learning
Learning that occurs when the learner becomes motivated to perform a behavior by watching another person performing it and being reinforced for doing so; also called observational learning.
Self-Reinforcer
Any desired or attractive outcome or reward that a person gives to himself or herself for good performance.
Self-efficacy
A person’s belief about his or her ability to perform a behavior successfully.
Merit Pay Plan
A compensation plan that bases pay on performance.
Piece-Rate Pay
individual-based merit plan
Commission Pay
Individual-based merit plan
Profit Sharing
Employees receive a share of an organization’s profit
Employee Stock Options
A financial instrument that entitles the bearer to buy shares of an organization’s stock at a certain price during a certain period or under certain conditions.
Multiplier Effect
M = EIV
