Chapter 4: Needs Theories of Motivation Flashcards
Motivation: 3 things and reaches _____?
intensity, direction, persistence and effort a person shows in reaching a goal
intensity
how hard person tires
Direction
where effort is channelled
Persistence
How long effort is maintained
Individual Attempts to Theorize Motivation
Early attempts to understand motivation using X,Y, Reinforcement
What is Theory X
what 3 things does it propose
Negative view of humanity
Proposing people
- dislike work
- try to avoid work
- must be controlled or threatened with punishment if they are to perform
What is Theory Y
what 3 things does it propose
Positive View of Humanity
Proposing People
- like to work
- creative and responsible
- exercise self-direction and self-control
Theory X and Y can be seen as _____ of each or ______ of continuum.
Where would most people approach human nature
Compliments, end points, approach somewhere in between
Reinforcement Theory
People learn how to behave to get something they want or to avoid something they don’t want
Reinforcement Theory is also called
Operant conditioning
4 methods of shaping behaviour
Positive Reinforcement, Negative Reinforcement, Punishment, Extinction
4 methods of shaping behaviour: Positive Reinforcement
Following a response with something pleasant
4 methods of shaping behaviour: Negative Reinforcement
Following a response by termination or withdrawal of something unpleasant
4 methods of shaping behaviour: Punishment (Positive)
Causing an unpleasant condition in attempt to eliminate an undesirable behaviour
4 methods of shaping behaviour: Extinction (Negative Punishment)
Eliminating any reinforcement that is maintaining a behaviour
What are limitations of reinforcement theory
motivational, but limited because it ignores feeling, attitudes, expectation and other variables
Need Theories of Motivation
Motivation comes from unsatisfied needs. Satisfied needs means no longer motivate.
Maslow’s Five Hierarchy of Needs Theory
5 needs and some examples
Physiological:
- Hunger, Thirst, Shelter, bodily needs
Safety:
- Security and protection from harm
Social:
- Affection, belong, friends, acceptance
Esteem:
- Self-Respect, autonomy, achievement
Self-actualization:
- growth, achieving potential, self-fulfillment
Lower Order Needs
and is satisfied internal or external
Physiological, safety needs
satisfied externally
Higher Order Needs
Belonging, self-esteem, self-actualization satisfied internally
Herzberg’s Motivation-hygiene theory (also known as two-factor theory)
Factors that drive people to feel good about jobs are significantly different from the factors that drive people to feel bad about jobs
Herzberg’s Motivation: Satisfaction and Dissatisfaction factor relationship
satisfaction and dissatisfaction are independent. opposite of satisfaction is no satisfaction and opposite of dissatisfaction is no dissatisfaction.
Herzberg’s Motivation two factors
Intrinsic and Hygiene
Intrinsic Factors + examples
Satisfaction: Achievement, recognition, Challenging, Responsibility, Growth,
Hygiene Factors + Example
Dissatisfaction: Company Policy, Poor relationship with colleagues or supervisor, poor working conditions
Does making someone feel achieved mean making them satisfied?
No, must look at Hygiene Factors
McClelland’s Theory of Needs (3)
Need for:
achievement, Power, affiliation
Need for achievement
Drive to excel, achieve beyond standards, succeed.
Need for Power
Make others behave in a way that they wouldn’t have otherwise. Closely related to managerial success
Need for affiliation
Desire for friendly and close interpersonal relationships. Closely related to managerial success
Individuals vary in terms of how much they have each and every of these needs: Discuss High Achievers….
- motivated to obtain higher performance when jobs have a high degree of personal responsibilities, feedback and moderate level of risk
- do not necessarily make good managers, high achievers tend to work better when they work alone. Managers need to work well with others
Impact of Theory: Maslow’s Five Hierarchy of Needs
Wide recognition among practising managers, many familiar with it
Impact of Theory: Herzberg’s Motivation-hygiene theory
Popularity of giving workers greater responsibility for planning and controlling their work. Shows that more than one need may operate at the same time.
Impact of Theory: McClelland
High need achievers do not necessarily make good managers, high achievers more interested in how they do personally
Process Theories and 3 main components
Go beyond individual needs and focus on the broader picture of how one motivates oneself and others. Expectancy, Goal-Setting and Self-efficacy theory
Expectancy Theory
- Most widely accepted explanations of motivation, Victor Vroom
- people will be motivated to work when they believe that (3)
- Effort will lead to good performance
- Good performance will lead to organizational rewards
- Rewards will satisfy personal goals
To Motivate Employees, managers should focus on strengthening these relationships: (3)
Effort-Performance
Performance-Reward
Rewards-Personal Goals
Effort-Performance Relationship
Perceived probability that exerting a given amount of effort will lead to performance
Performance-Reward Relationship
Degree to which individual believes that performing at a particular level will lead to organizational rewards
Rewards-Personal Goals Relationship
Degree to which organizational rewards satisfy an individual’s personal goals or needs and are attractive to the individual
Goal Setting Theory
Specific/Difficult goals, & feedback, lead to higher performance
4 things that Goals can do
Direct attention, regulate effort, increase persistence, development of strategies
S-M-A-R-T Goals and description
Specific
- know what is to be achieved
Measurable
- goal can be tracked and reviewed
Attainable
- goal is reasonable and achievable
Results-Oriented
- Support vision of organization
Time-bound
- achieved within a stated time
Goal Setting for Organization (4 plus description)
Specific Goals:
- tangible, verifiable, measurable
Participative Decision Making:
- Employees need to accept goals, have voice before these goals can motivate.
Explicit Time period:
- achieved in
Performance Feedback:
- individual employees may lose sight of the big picture if not updated on their progress.
Self-Efficacy Theory (Social Cognitive Theory and Social Learning Theory)
individual’s belief that they are capable of performing a task has a profound influence on whether the person can accomplish the task.
Higher the self-efficacy then
the more confident the person will be in completing the task, and more likely they will be able to accomplish the task
Increasing self-efficacy:
Enactive Mastery
Gaining relevant experience
Increasing self-efficacy:
Vicarious Modeling
Confidence gained by seeing someone else perform task
Increasing self-efficacy:
Verbal Persuasion
Confidence gained because someone convinces you that you have the necessary skills to succeed
Increasing self-efficacy:
Arousal
Energized state can drive a person to complete the task
Response to Reward System
How these motivational strategies will be received and perceived by employees as humans are subjective
Equity Theory
Individuals are concerned not only with the value of rewards for their efforts but also with the relation of this amount to what others receive
Equity Comparisons: Self-inside
An employee’s experiences in a different position inside their current organization
Equity Comparisons: Self-outside
An employee’s experiences in a situation or position outside their current organization
Equity Comparisons: Other-inside
Another individual or group of individuals inside the employee’s organization
Equity Comparisons: Other-outside
Another individual or group of individuals outside the employee’s organization
Response to inequity: Change in inputs
choose to work less hard to achieve equity
Response to inequity: Change to outcomes
ask supervisor for a raise to restore equity
Response to inequity: Adjust perception of self
re-evaluate amount of effort put into their job
Response to inequity: adjust perception of others
re-evaluate output other person receives
Response to inequity: Choose a different referent
compare self with someone else, someone with similar input to output ratio
Response to inequity: leave the field
quit their job or transfer
Organizational Justice and 4 perceptions
overall perception of what is fair in workplace. Distributive, Procedural, Informational, Interpersonal
Distributive Justice
Perceived fairness of the amount and allocation of resources among individuals <- Key is equity
Procedural Justice:
Perceived fairness of the process used to determine the distribution of rewards. Everyone affected has their own voice
Informational Justice and more detailed managers then?
Whether people receive explanations for key decisions and informed of important matters. More detailed managers are with employees, the more fairly treated employees feel
Interpersonal Justice and what to managers think?
An individual’s perception of the degree to which they are treated with dignity, concern and respect. Managers think treating employees politely as being too soft and that aggressive tactics may work better.
- Distributive and Procedural justice lead to ?
- Informational and Interpersonal justice lead to ?
- higher task performance
- higher OCB
Self-Determination Theory
People prefer to feel that they have control over their actions. Introduction of extrinsic and intrinsic motivators
Intrinsic Motivators
Person’s internal desire to do something, such as interest, challenge and personal satisfaction
Extrinsic Motivators
Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards
How to increase intrinsic motivation?
Sense of Choice
Sense of Competence
Sense of Meaningfulness
Sense of progress
- delegated authority, trust in workers, security for honest mistakes, purpose
- knowledge, positive feedback, skill recognition, challenge, and high non-comparative standards
- clearly identified passions, an exciting vision, relevant task purposes, whole tasks
- a collaborative climate, milestones, celebrations, access to customers, and measurement of improvement
