chapter 15 Flashcards
- Motivation definition and
- explain the basic motivation process
- the forces from within individuals that stimulate and drive them to achieve goals
- these forces help to drive us toward the attainment of our professional and personal goals
needs motivation theories are generally divided into two categories:
- content theories
- process theories
content theories
explain why people have different needs at different times and how these needs motivate behavior
process theories
the cognitive process through which needs are translated into behavior
there are four main content theories
- Maslow’s hierarchy of needs
- Alderfer’s ERG theory
- McClelland’s acquired need theory
- Herzberg’s two factor theory
(maslows) hierarchy of needs theory
five levels of individuals needs: physiological, safety, love/belonging, esteem, and self-actualization needs at the top
(alderfers) ERG theory of motivation
three categories of human needs related to organizational behaviors: existence needs (E), relatedness needs (R), and growth needs (G)
McClelland’s Acquired needs theory
theory holds that our needs are shaped over time and formed by our life experiences and cultural background
(herzbergs) two-factor theory
(or motivational-hygiene theory or dual theory) The impact of motivational influences on job satisfaction
Process theories
describe the cognitive processes through which needs are translated into behavior
the three main process theories
- equity theory
- goal-setting theory
- expectancy theory
equity theory
theory holds that motivation is based on our perception of how fairly we are being treated in comparison with others
according to the equity theory
- our perception of what is fair depends on the ratio O/I
- where O equals outcomes like salary, job security, employee benefits, recognition, and status
- where I equals inputs like our effort, loyalty, time, tolerance, experience and ability
- equity theory includes the concept of organizational justice
expectancy theory
theory holds that individuals are more likely to be motivated and perform well if they expect to receive desired awards
organizational justice
the perception of fairness in workplace practices
distributive justice
the degree to which people perceive outcomes to be fairly allocated
procedural justice
the degree to which people perceive the implementation of company policies and procedures to be fair
interpersonal justice
refers to the level of dignity, politeness, and respect employees receive by supervisors during change implementation
informational justice
refers to the degree of access people are given to information and explanations provided to convey that information regarding why certain decisions are being made
Vrooms expectancy theory
- holds that people will choose certain behaviors over others with the expectation of a certain outcome
- the theory describes motivation as a function of an individuals beliefs concerning effort-to-performance relationships (expectancy), work-outcome relationships (instrumentality), and the desirability of various work outcomes (valence)
intrinsic motivation
the performance of tasks for our own innate satisfaction
intrinsic motivation consists of two main mechanisms:
- need for competence
- need for self-determination
extrinsic rewards
- external awards to employees such as salary, bonuses, benefits and paid vacations
types of extrinsic rewards used by organizations to motivate employees:
- seniority based pay
- job content- based pay
- skill- based pay
- performance pay
job design
a method of setting forth the duties and responsibilities of a job with the intention of improving productivity and performance
three main approaches to job design:
- job enlargement
- job rotation
- job enrichment
job enlargement
a method of design that increased the range of tasks and duties associated with a job
job rotation
a process of periodically moving employees from one job to another
job enrichment
increasing the scope of a job to make it more complex, stimulating, and satisfying for employees
- can further be explained through the Hackman and Oldham job characteristics model that identifies five core dimensions of jobs
Hackman and Oldham characteristics model that identifies five core dimensions of jobs: (part of job enrichment)
- skill variety
- task identity
- task significance
- autonomy
- feedback
reinforcement
the application of consequences for the purpose of establishing patterns or behavior
positive reinforcement
the use of positive consequences to reinforce positive behaviors to make the employee more likely to behave in similar ways in the same or similar situations
- positive reinforcement enables managers to motivate others to achieve superior results
negative reinforcement
the removal of a particular item or stimulus following the demonstration of unpleasant consequences or removal of positive ones for the purpose of discouraging undesirable behavior
extinction
the absence of any consequences, which reduces the likelihood that the behavior will be repeated in the same or similar situations
