Chapter 4 Flashcards
Motivation (def)
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
Theory X (Extrinsically Motivated)
employees dislike work
employees attempt to avoid work
employees must be coerced, controlled, threatened w/ punishment if they are to perform
Theory Y (Intrinsically Motivated)
employees like to work
employees are creative and seek responsibility
employees can exercise self-direction and self control
Intrinsic Motivators
a person internal desire to do something
Extrinsic Motivators
motivation that comes from outside the person
pay, bonuses and other tangible rewards
Maslows Hierarchy of Needs Theory
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
ERG Theory
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
Motivation-Hygiene Theory
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)
Issues w/ Motivation-Hygiene Theory
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
McClelland’s Theory of Need
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
Maslow (Summary & Impact)
argues that lower-order needs must be satisfied before one progresses
impact: widely used/practiced among managers
Herzberg (Summary & Impact)
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
Alderfer (Summary & Impact)
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
McClellands (Summary& Impact)
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
Expectancy Theory
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
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
Goal-Setting Theory
specific and difficult goals lead to higher performance
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
How Does Goal Setting Motivate?
direct attention
regulate effort
increase persistence
encourage the development of strategies and action plans
Goals should be SMART
Specific Measurable Attainable Result Oriented Time Bound
