Chapter 4 Flashcards

1
Q

Motivation (def)

A

the intensity, direction and persistence of effort a person shows in reaching a goal

intensity: how hard a person tries
direction: where effort is channeled
persistence: how long effort is maintained

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2
Q

Theory X (Extrinsically Motivated)

A

employees dislike work

employees attempt to avoid work

employees must be coerced, controlled, threatened w/ punishment if they are to perform

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3
Q

Theory Y (Intrinsically Motivated)

A

employees like to work

employees are creative and seek responsibility

employees can exercise self-direction and self control

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4
Q

Intrinsic Motivators

A

a person internal desire to do something

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5
Q

Extrinsic Motivators

A

motivation that comes from outside the person

pay, bonuses and other tangible rewards

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6
Q

Maslows Hierarchy of Needs Theory

A

5 Needs:

physiological: includes hunger,thirst, shelter, sex
safety: security and protection (physical & emotional)
social: affection, belonging, acceptance and friendship
esteem:
internal esteem factors:self respect, achievement
external esteem: status, recognition and attention
Self Actualization: the drive to become what one is capable of becoming. Includes growth, achieving one’s potential and self-fulfillment

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7
Q

ERG Theory

A

3-core groups (needs)

existence: concerned w providing basic material existence requirements
relatedness: desire for maintaining important interpersonal relationships
growth: intrinsic desire for personal development

one or more of these needs may be worked at the same time

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8
Q

Motivation-Hygiene Theory

A

Frederick herzberg
Motivators vs hygiene factors

motivators: sources of satisfaction , intrinsic factors (achievement, recognition, responsibility)

Hygiene Factors: sources of dissatisfaction, extrinsic factors (company policies, poor interpersonal relationship w peers)

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9
Q

Issues w/ Motivation-Hygiene Theory

A

Limited by its methodology
reliability of herzberg’s methodology is questioned
no overall measure of satisfaction was used
assumed that a relationship exists btwn satisfaction and productivity

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10
Q

McClelland’s Theory of Need

A

3 needs:

achievement: drive to excel
need for power: the need to make others behave in a way that they would not have behaved otherwise
Need for Affiliation: the desire for friendly and close interpersonal relationships

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11
Q

Maslow (Summary & Impact)

A

argues that lower-order needs must be satisfied before one progresses

impact: widely used/practiced among managers

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12
Q

Herzberg (Summary & Impact)

A

motivators lead to satisfaction. Hygiene factors must be met if person is not to be dissatisfied. However, they will not lead to satisfaction

impact: popularity of giving workers greater responsibility for planning/controlling their work. shows that more than one need may operate at the same time

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13
Q

Alderfer (Summary & Impact)

A

More that 1 need can be important at the same time. If a higher-order need is not being met, the desire to satisfy a lower-level need increases.

Impact: seen as a more valid version of the heirarchy. Tells us that achievers will be motivated by jobs that offer personal responsibility, feedback and moderate risks

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14
Q

McClellands (Summary& Impact)

A

People vary in the types of needs they have. Motivation and how well they perform in a work situation are related to whether they have a need for achievement, affiliation or power.

impact: high achievers do not necessarily make good managers, since high achievers are more interested in how they do personally

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15
Q

Expectancy Theory

A

Individuals Act Depending on:
whether their effort will lead to good performance
whether good performance will be followed by a given outcome
whether that given outcome is attractive to them

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16
Q

Expectancy Relationships (3)

A

Effort-Performance: perceived probability that exerting a give amount of effort will lead to performance

Performance-Reward Relationship: the degree to which the individual believes that performing at a particular level will lead to organizational rewards

Rewards-Personal Goals Relationship: the degree to which organizational rewards satisfy an individuals personal goal/need and are attractive to the individual

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17
Q

Goal-Setting Theory

A

specific and difficult goals lead to higher performance

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18
Q

MBO

A

Management By Objectives

an approach to setting goals in which specific measurable goals are jointly set by managers and employees; progress is periodically reviewd and rewards are allocated on the basis of progress

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19
Q

How Does Goal Setting Motivate?

A

direct attention
regulate effort
increase persistence
encourage the development of strategies and action plans

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20
Q

Goals should be SMART

A
Specific
Measurable
Attainable
Result Oriented
Time Bound
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21
Q

Self-Efficacy Theory

A

refers to an individuals belief that he or she is capable of performing a task

22
Q

4 Ways to Improve Self Efficacy

A

En-active mastery: gain relevant experience
Vicarious Modeling: confidence from seeing someone else perform task
Verbal Persuasion: Confidence gained b/c someone convinces you that you have skills to succeed
Arousal: an energized state can drive a person to complete a task

23
Q

Responses to Reward System (4)

A

Equity Theory
Fair Process Theory
Self-Determination Theory
Increasing Intrinsic Motivators

24
Q

Equity Theory

A

individuals compare their job inputs and outcomes w thoes of other then respond as to eliminate any inequitites

25
Equity Comparisons:
Self-Inside Self-Outside Other-inside Other-outside
26
Fair Process & Treatment Theory (3)
Distributive justice ( perceived fairness of the allocation of rewards among individuals) procedural justice ( perceived fairness of PROCESS to distribute) interactional justice ( the quality of the interpersonal treatment recieved from mnger)
27
Self Determination Theory
people prefer to feel they have control over their actions. the introduction of extrinsic rewards for work that was previously rewarded intrinsically will tend to decrease the overall level of a persons motivation intrinsic vs extrinsic motivators
28
Cognitive Evaluation Theory
Self Concordance: the degree to which peoples reasons for pursing goals is consistent w their interests and core values
29
Increasing Intrinsic Motivation (4)
Sense of Choice Sense of Competence Sense of Meaningfulness Sense of Progress
30
Operant Conditioning
a type of conditioning in which desired voluntary behaviour leads to a reward or prevents a punishment
31
4 Methods of Shaping Behaviour
``` positive reinforcement (praise) negative reinforcement (note flipping) punishment (suspension) extinction (not calling on hand raisers) ```
32
Reinforcement Schedules
Continuous (each and every time) | Intermittent (ratio or interval)
33
Expectancy Relationships (3)
Effort-Performance: perceived probability that exerting a give amount of effort will lead to performance Performance-Reward Relationship: the degree to which the individual believes that performing at a particular level will lead to organizational rewards Rewards-Personal Goals Relationship: the degree to which organizational rewards satisfy an individuals personal goal/need and are attractive to the individual
34
Goal-Setting Theory
specific and difficult goals lead to higher performance
35
MBO
Management By Objectives an approach to setting goals in which specific measurable goals are jointly set by managers and employees; progress is periodically reviewd and rewards are allocated on the basis of progress
36
How Does Goal Setting Motivate?
direct attention regulate effort increase persistence encourage the development of strategies and action plans
37
Goals should be SMART
``` Specific Measurable Attainable Result Oriented Time Bound ```
38
Self-Efficacy Theory
refers to an individuals belief that he or she is capable of performing a task
39
4 Ways to Improve Self Efficacy
En active mastery: gain relevant experience Vicarious Modeling: confidence from seeing someone else perform task Verbal Persuasion: Confidence gained b/c someone convinces you that you have skills to succeed Arousal: an energized state can drive a person to complete a task
40
Responses to Reward System (4)
Equity Theory Fair Process Theory Self-Determination Theory Increasing Intrinsic Motivators
41
Equity Theory
individuals compare their job inputs and outcomes w thoes of other then respond as to eliminate any inequitites
42
Equity Comparisons:
Self-Inside Self-Outside Other-inside Other-outside
43
Fair Process & Treatment Theory (3)
Distributive justice ( perceived fairness of the allocation of rewards among individuals) procedural justice ( perceived fairness of PROCESS to distribute) interactional justice ( the quality of the interpersonal treatment recieved from mnger)
44
Self Determination Theory
people prefer to feel they have control over their actions. the introduction of extrinsic rewards for work that was previously rewarded intrinsically will tend to decrease the overall level of a persons motivation intrinsic vs extrinsic motivators
45
Cognitive Evaluation Theory
Self Concordance: the degree to which peoples reasons for pursing goals is consistent w their interests and core values
46
Increasing Intrinsic Motivation (4)
Sense of Choice Sense of Competence Sense of Meaningfulness Sense of Progress
47
Operant Conditioning
a type of conditioning in which desired voluntary behaviour leads to a reward or prevents a punishment
48
4 Methods of Shaping Behavior
``` positive reinforcement (praise) negative reinforcement (note flipping) punishment (suspension) extinction (not calling on hand raisers) ```
49
Reinforcement Schedules
Continuous (each and every time) | Intermittent (ratio or interval)
50
Interval Reinforcement
fixed variable fixed ratio variable ratio