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ORGANIZATIONAL BEHAVIOUR > CH4: Theories of Motivation > Flashcards

CH4: Theories of Motivation Flashcards

1
Q

Suggests: Employees dislike work, avoid work, & must be controlled/forced/threatened w. punishment in order to perform

A

Theory X

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2
Q

Suggests: Employees like work, are creative, seek responsibility, & can exercise self- direction & self control

A

Theory Y

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3
Q

person’s internal desire to do something due to interest, challenge, and personal satisfaction

A

Intrinsic motivators

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4
Q

motivation coming from outside the person & includes pay, bonuses, & other tangible rewards

A

Extrinsic motivators

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5
Q

Maslow’s Hierarchy of Needs Theory

A 
a hierarchy of 5 needs: 
-physiological
-safety
-social
-esteem
-self- actualization, 
( as each need is satisfied, the next becomes dominant)
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6
Q

ERG Theory (Clayton Alderfer)

A

a theory with 3 groups of core needs: existence
relatedness
growth
(can be focused at the same time)

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7
Q

belief that an individual’s relationship to work is a basic one & an individual’s attitude toward this work can determine the person’s success/ failure
- relates intrinsic factors to job satisfaction & associates extrinsic factors w. dissatisfaction

A

Motivation- Hygiene Theory (Frederick Herzberg)

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8
Q

Criticisms of Motivation- Hygiene Theory

A
  • procedure is limited by its methodology
  • reliability of method is questions
  • no usage of overall measure of satisfaction
  • there is an assumption that rtnship exists b/w satisfaction & productivity
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9
Q

McClellands theory of needs focusing on the need for:

A
  • achievement
  • power (desire to influence & make an impact)
  • affiliation (need for frdly& close interpersonal rtnships)
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10
Q

in the Expectancy Theory by Victor Vroom, individuals will act depending on their evaluation of whether their effort will lead:

A
  • good performance (EXPECTANCY)
  • followed by a given outcome (INSTRUMENTALITY)
  • whether that outcome- attractive to them (VALENCE)
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11
Q

belief that performance is related to rewards

A

Instrumentality

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12
Q

the value/ importance an individual places on a reward

A

Valence

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13
Q

what an individual is trying to accomplish/ the object/ aim of action

A

Goal

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14
Q

specific measurable goals are jointly set by managers & employees. Progress on goals- periodically reviewed, & rewards- allocated on basis of progress

A

Management by Objectives Program (MBO)

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15
Q

How Goal Setting Motivates (Locke)

A

goals direct attention

  • regulate effort
  • increase persistence
  • encourage development of strategies & action plans
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16
Q

goals should be SMART for them to be effective:

A

Specific, Measurable, Attainable, Results-oriented, & Time- bound

17
Q

an individual’s belief that he/ she is capable of performing a task

A

Self- Efficacy Theory (Social Cog. theory/ Social Learning Theory)

18
Q

4 ways to Improve Self Efficacy

A
  • Enactive Mastery (+relevant experience)
  • Vicarious Modelling (+confidence by seeing someone else perform task)
  • Verbal Persuasion (someone convinces you that you have skills to succeed)
  • Arousal (energized state driving a person to complete task)
19
Q

Recognizes- individuals- concerned w. absolute amount of rewards for their efforts + also w. relationship of this amount to what others receive

A

Equity theory

20
Q

Responses to Inequity

A
  • change inputs (less exertion)
  • change outcomes
  • adjust self- perceptions
  • adjust perceptions of others
  • choose a diff. referent
21
Q

equity theory focused on distributive, organizational, procedural, & interactional justice

A

Fair process& treatment

22
Q

ppl prefer to feel they have control over their actions, therefore if enjoyed tasks feel more like an obligation than for fun, motivation- undermined

A

Self- determination theory

23
Q

self concordance, which considers the degree to which ppl’s reasons for pursuing goals= consistent w. interests & core values

A

Cognitive Evaluation Theory

24
Q

4 Key Rewards to Increase Intrinsic Motivation

A
  • Sense of/ Leading for choice
  • competence
  • meaningfulness
  • progress
25
Q

behavior-influenced by reinforcement/ lack of reinforcement brought by consequences of behavior (Skinner)

A

Operant conditioning

26
Q

following a response with something pleasant

A

Positive reinforcement

27
Q

following a response by termination/ withdrawal of something unpleasant

A

Negative reinforcement

28
Q

causing an unpleasant condition in an attempt to eliminate an undesirable behaviour

A

Punishment

29
Q

eliminating any reinforcement that is maintaining a behaviour

A

extinction

30
Q

2 Major schedule reinforcements

A
  • Continuous

- Intermittent

31
Q

Fixed & Variable Reinforcements

A
  • Continuous
  • Fixed-interval Schedule
  • Variable-interval Schedule
  • Fixed-ratio Schedule
  • Variable-ratio Schedule:
32
Q

our knowledge about motivating employees

A
  • recognize individual differences
  • use goals & feedback
  • let employees participate in decisions that affect them
  • link rewards–> performance
  • check system for equity
33
Q

A desired behaviour is reinforced each & every time it is demonstrated

A

Continuous reinforcement

34
Q

Reward is given at fixed time intervals

A

Fixed- interval schedule

35
Q

Reward is given at variable time intervals

A

Variable- interval schedule

36
Q

Reward is given at fixed amounts of output

A

Fixed- ratio schedule

37
Q

The reward is given at variable amounts of input. (commission)

A

Variable- ratio schedule

38
Q

Desired behaviour is reinforced often enough to make behaviour worth repeating, but not every time it is demonstrated

A

Intermittent reinforcement

ORGANIZATIONAL BEHAVIOUR (13 decks)

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