Chapter 5 Flashcards
Motivation
The forces within a person that affect the direction, intensity, and persistence of voluntary behaviour
Employee engagement
Both emotional and cognitive motivation
Focused, intense, persistent, purposive effort toward goals
High level of absorption (focus)
High self-efficacy
Drives
Primary needs
Fundmental needs
Innate motives
Energize individuals to correct deficiencies or maintain an internal equilibrium
Needs
Goal directed forces that people experience
Maslows Needs hierarchy theory
Seven categories – five in a hierarchy – capture most needs
Lowest unmet need is strongest – when satisfied, next higher need becomes primary motivator
Model lacks empirical support
Three learned needs
Need for achievement (nAch)
Need to affiliation (nAff)
Need for power (nPow)
Four drive theory
Drive to acquire
Drive to bond
Drive to comprehend
Drive to defend
ABC’s of behaviour modification
Antecedents - No gossip policy
Behaviour - Employee gossips at work
Consequences - Employee is fired
Four OB mod consequences
Positive reinforcement
Punishment
Negative reinforcement
Extinction
Social cognitive theory
Learning behaviour outcomes:
Observing consequences that others experience
Anticipate consequences in other situations
Behaviour modelling:
Self-regulation:
Effective Goal setting features
Specific Measurable Achievable Relevant Time framed Exiting Reviewed
Strength bases Coaching
Builds on employee’s strengths rather than trying to correct weaknesses
Motivational because:
People inherently seek feedback about their strengths, not their flaws
Person’s interests, preferences, and competencies stabilize over time
Organizational Justice
Distributive justice
Procedural justice
