Chapter 14 Flashcards
This is defined as “the
intention of achieving a goal,
leading to goal-directed
behavior.”
Motivation
The characteristic of having
the skills and knowledge
required to perform the job.
Ability
What are the major influences over employee performance?
motivation x ability x environment
The need for air, food, and water
physiological needs
The need to be safe from danger, pain, or an uncertain future.
safety
The need to bond with other human beings, to be loved, and
to form lasting attachments
with them.
social needs
The desire to be respected by
one’s peers, feeling important,
and being appreciated.
esteem needs
The quality of “becoming all
you are capable of becoming.”
self-actualization
This need corresponds to
Maslow’s physiological and
safety needs.
Existence
This need corresponds to social
needs.
Relatedness
This need refers to Maslow’s
esteem and self-actualization.
Growth
This theory by Clayton Alderfer is an empirical test of a new theory of human needs. Instead of the five needs that are hierarchically organized, Alderfer proposed that basic human needs may be ground under three categories: existence, relatedness and growth.
ERG Theory
The factors that include
company policies, supervision,
working conditions, salary,
safety, and security on the job.
Hygiene factors
The factors that are intrinsic to
the job, such as achievement,
recognition, interesting work,
increased responsibilities,
advancement, and growth
opportunities.
motivators
Frederick Herzberg approached the question of motivation in a different way. By
asking individuals what satisfies them on the job and what dissatisfies them,
Herzberg came to the conclusion that aspects of the work environment that satisfy employees are very different from aspects that dissatisfy them.
The motivation to work among Finnish supervisors. Personnel
Psychology, 18, 393–402. Herzberg labeled factors causing dissatisfaction of workers as “hygiene” factors because these factors were part of the context in which the job was performed, as opposed to the job itself.
Two Factory Theory
According to this theory, individuals acquire three types
of needs as a result of their life experiences. These
needs are need for achievement, need for affiliation,
and need for power. All individuals possess a
combination of these needs.
Acquired Needs Theory
Having a strong need to be successful
need for achievement
The need to be liked and accepted by others.
high need for affiliation
The desire to influence others
and control their environment.
need for power
KT 14.2
Need-based theories describe motivated behavior as individual efforts to
meet needs. According to this perspective, the manager’s job is to identify
what people need and then to make sure that the work environment
becomes a means of satisfying these needs. Maslow’s hierarchy categorizes
human needs into physiological, safety, social, esteem, and self-actualization
needs. ERG theory is a modification of Maslow’s hierarchy, where the five
needs are collapsed into three categories (existence, relatedness, and
growth). The two-factor theory differentiates between factors that make
people dissatisfied on the job (hygiene factors) and factors that truly
motivate employees. Finally, acquired-needs theory argues that individuals
possess stable and dominant motives to achieve, acquire power, or affiliate
with others. Each of these theories explains characteristics of a work
environment that motivate employees.
According to this theory,
individuals are motivated by a sense of fairness in their interactions. Moreover, our
sense of fairness is a result of the social comparisons we make.
Equity Theory
A person we compare ourselves to in equity theory.
referent
A personality trait that
explains different reactions to
inequity.
equity sensitivity
Individuals who give without
waiting to receive much in
return.
benevolents
Individuals who expect to
receive a lot without giving
much in return.
entitleds
The degree to which the
outcomes received from the
organization are fair.
Distributive justice
The degree to which fair
decision-making procedures
are used to arrive at a decision.
Procedural justice
The degree to which people are
treated with respect, kindness,
and dignity in interpersonal
interactions.
Interactional justice
The extent to which a person
believes that high levels of
effort will lead to outcomes of
interest such as performance
or success.
expectancy
The degree to which the person believes that
performance is related to secondary outcomes such as
rewards.
instrumentality
The value of the rewards awaiting the person as a result
of performance.
valence
According to this
theory, behavior is a function of its consequences.
Reinforcement Theory
Reinforcement that involves
making sure that behavior is
met with positive
consequences.
Positive reinforcement
Reinforcement that involves
removal of unpleasant
outcomes once desired
behavior is demonstrated.
Negative reinforcement
The removal of rewards
following negative behavior.
Extinction
The presentation of negative
consequences following
unwanted behaviors.
Punishment
A schedule in which
reinforcers follow all instances
of positive behavior.
continuous schedule
A schedule in which
reinforcers reward every nth
time the right behavior is
demonstrated.
Fixed ratio schedules
A schedule in which
reinforcers reward after a
specified period of time.
Fixed interval
schedules
A systematic application of
reinforcement theory to
modify employee behaviors in
the workplace.
OB Mod
Organizational Behavioral Modification
A schedule that involves
providing the reinforcement
on a random pattern
Variable ratio
Breaking down tasks to their
simplest components and
assigning them to employees
so that each person would
perform few tasks in a
repetitive manner.
job
specialization
Moving employees from job to
job at regular intervals.
job rotation
Expanding the tasks performed
by employees to add more
variety.
Job enlargement
A job redesign technique that
allows workers more control
over how they perform their
own tasks.
Job enrichment
A model that describes five
core job dimensions leading to
three critical psychological
states, which lead to workrelated outcomes.
job characteristics model
Proposed in the 1970s by Hackman and Oldham, the model describes five
core job dimensions, leading to three critical psychological states, which lead to
work-related outcomes.
The extent to which the job
requires the person to use
multiple high-level skills.
Skill variety
The degree to which the
person is in charge of
completing an identifiable
piece of work from start to
finish.
Task identity
The degree to which the
person’s job substantially
affects other people’s work,
health, or well-being.
Task significance
The degree to which the
person has the freedom to
decide how to perform one’s
tasks.
Autonomy
The degree to which the
person learns how effective he
or she is being at work.
Feedback
This is one of the most influential
and practical theories of motivation.
Goal Setting Theory
A goal that is specific,
measurable, achievable,
realistic, and timely
SMART
There are at least four reasons why goals
motivate:
- goals give us direction
- goals energize people and tell them not to stop until they reach that point
- having a goal provides a challenge
- urge people to think outside of the box and rethink how they are working
KT 14.3
Process-based theories use the mental processes of employees as the key to
understanding employee motivation. According to equity theory, employees
are demotivated when they view reward distribution as unfair. In addition
to distributive justice, research identified two other types of fairness
(procedural and interactional), which also affect worker reactions and
motivation. According to expectancy theory, employees are motivated when
they believe that their effort will lead to high performance (expectancy),
that their performance will lead to outcomes (instrumentality), and that the
outcomes following performance are desirable (valence). Reinforcement
theory argues that behavior is a function of its consequences. By properly
tying rewards to positive behaviors, eliminating rewards following negative
behaviors and punishing negative behaviors, leaders can increase the
frequency of desired behaviors. In job design, there are five components
that increase the motivating potential of a job: Skill variety, task identity,
task significance, autonomy, and feedback. These theories are particularly
useful in designing reward systems within a company. Goal-setting theory is
one of the most influential theories of motivation. To motivate employees,
goals should be SMART (specific, measurable, achievable, realistic, and
timely). Setting goals and objectives is a task managers undertake when
involved in the planning portion of the P-O-L-C function.
14.4 KT
Giving effective feedback is a key part of a manager’s job. To do so, plan the
delivery of feedback before, during, and after the meeting. In addition, there
are a number of ways to learn about your own performance. Take the time
to seek feedback and act on it. With this information, you can do key things
to maximize your success and the success of those you manage.
