CH4: Theories of Motivation Flashcards
Suggests: Employees dislike work, avoid work, & must be controlled/forced/threatened w. punishment in order to perform
Theory X
Suggests: Employees like work, are creative, seek responsibility, & can exercise self- direction & self control
Theory Y
person’s internal desire to do something due to interest, challenge, and personal satisfaction
Intrinsic motivators
motivation coming from outside the person & includes pay, bonuses, & other tangible rewards
Extrinsic motivators
Maslow’s Hierarchy of Needs Theory
a hierarchy of 5 needs: -physiological -safety -social -esteem -self- actualization, ( as each need is satisfied, the next becomes dominant)
ERG Theory (Clayton Alderfer)
a theory with 3 groups of core needs: existence
relatedness
growth
(can be focused at the same time)
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
Motivation- Hygiene Theory (Frederick Herzberg)
Criticisms of Motivation- Hygiene Theory
- 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
McClellands theory of needs focusing on the need for:
- achievement
- power (desire to influence & make an impact)
- affiliation (need for frdly& close interpersonal rtnships)
in the Expectancy Theory by Victor Vroom, individuals will act depending on their evaluation of whether their effort will lead:
- good performance (EXPECTANCY)
- followed by a given outcome (INSTRUMENTALITY)
- whether that outcome- attractive to them (VALENCE)
belief that performance is related to rewards
Instrumentality
the value/ importance an individual places on a reward
Valence
what an individual is trying to accomplish/ the object/ aim of action
Goal
specific measurable goals are jointly set by managers & employees. Progress on goals- periodically reviewed, & rewards- allocated on basis of progress
Management by Objectives Program (MBO)
How Goal Setting Motivates (Locke)
goals direct attention
- regulate effort
- increase persistence
- encourage development of strategies & action plans
goals should be SMART for them to be effective:
Specific, Measurable, Attainable, Results-oriented, & Time- bound
an individual’s belief that he/ she is capable of performing a task
Self- Efficacy Theory (Social Cog. theory/ Social Learning Theory)
4 ways to Improve Self Efficacy
- 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)
Recognizes- individuals- concerned w. absolute amount of rewards for their efforts + also w. relationship of this amount to what others receive
Equity theory
Responses to Inequity
- change inputs (less exertion)
- change outcomes
- adjust self- perceptions
- adjust perceptions of others
- choose a diff. referent
equity theory focused on distributive, organizational, procedural, & interactional justice
Fair process& treatment
ppl prefer to feel they have control over their actions, therefore if enjoyed tasks feel more like an obligation than for fun, motivation- undermined
Self- determination theory
self concordance, which considers the degree to which ppl’s reasons for pursuing goals= consistent w. interests & core values
Cognitive Evaluation Theory
4 Key Rewards to Increase Intrinsic Motivation
- Sense of/ Leading for choice
- competence
- meaningfulness
- progress
