Chapter 5 Flashcards
Motivation
Defined as the psychological forces that determine the direction of people’s behaviour, their level of effort and persistence. Sources of motivation can be intrinsic or extrinsic.
Intrinsic Motivation
behaviour that is done willingly, the work itself is pleasurable.
Extrinsic Motivation
behaviour that is performed to avoid consequences.
Four main reasons someone is usually unmotivated at a job
- The person-job-reward fit: The job accepted doesn’t grow to match their interests or isn’t what the person thought the job would be or they didn’t get the rewards they thought they would out of the job
- Job design: The environment the workers find themselves in. People need variety, a sense of purpose, a clear idea of what they’re accomplishing each day, a degree of freedom and independence (autonomy), and feedback of their performance.
- The role of the leader: It’s the manager’s job to show a direct link between employee’s needs and rewards, employee’s performance and rewards, as well as employees and jobs.
- The role of organizational policies and rewards: organizations are responsible for motivating employees with rewards that speak to the individuals.
McClelland’s Need Theory
Developed by using the Thematic Apperception Test (TAT) which records people’s responses to a series of images to reveal dominant themes. He found three human needs that have negative and positive sides to them:
- Affiliation
- Power
- Achievement
Affiliation (McClelland’s Need Theory)
Affiliative interest is the concern for interpersonal relationships but not at the expense of goal-oriented behaviour. Affiliative assurance is the concern of obtaining assurance of the strengths of one’s relationships and avoiding rejection.
Power (McClelland’s Need Theory)
Socialized power is the need to influence or lead others and feel in control of their environment. Personalized power is for personal dominance.
Achievement (McClelland’s Need Theory)
Need to feel accomplished and strive continuously to do things better, this can be negative if one allows this need to control their life and not enjoy the process.
Maslow’s Hierarchy of Needs
- Physiological Needs (food, water, warmth, rest)
- Safety Needs (security, safety)
- Belongingness/Love Needs (intimate relationships, friends, family)
- Esteem Needs (prestige and feeling of accomplishment)
- Self-actualization Needs (achieving one’s full potential, fulfilling one’s purpose)
Goal-Setting Theory
Involves a clear objective and ensuring all members know what is expected of them in order for the objective to be achieved. This theory shows that specific goals increase performance, difficult goals provoke higher performance than easy goals, feedback leads to higher performance, and people are more motivated to goals that are set in public than those set by themselves in front of no one.
Equity Theory
Employees evaluate what they receive from a job in relation to what they contribute. They compare this ratio with others, policies, self or family criteria.
Expectancy Theory
Motivation is a function of three links:
- Effort-Performance- if person makes an effort it will result in good performance.
- Performance-Outcome- good performance will result in a desired outcome or reward.
- The Valence- the value of the reward to the person.
Reinforcement Theory
By linking or failing to, employers shape and reinforce employee behaviour. If a manager rewards someone others will try to do the same if a manager punishes someone others will avoid doing that thing.
Behaviour Modification
The power to change your boss’ behaviour.
Job Rotation
Move from one job to another to decrease boredom.
Job enlargement
Increases the number of tasks they have to do, allows ownership over a product or process, making people feel more important.
Job Enrichment
Attempt to change job by broadening responsibilities, giving more autonomy for decision making and again increase their feeling of importance.
Sociotechnical System
Attempt to match the technological needs of the job with the social needs of the employees.
Self-Managed Work Teams
Teams that decide for themselves how work will be done and goals accomplished, they are responsible for allocating the tasks as needed.
Process theories
focus on how motivation is evoked
Negative Reinforcement
the desired behaviour results in the removal of unpleasant consequences.
Positive Reinforcement
gives people positive rewards for desired behaviour.
Punishment Reinforcement
a negative consequence is the response to undesired behaviour.
Extinction Reinforcement
when the reinforcer for an undesired behaviour is removed.
(In)justice perceptions
- Distributive justice
- Procedural justice
- Interactional justice
Distributive justice
Perceived fairness concerning the amount and allocation of rewards among individuals
Procedural justice
perceived fairness concerning the process used to determine the distribution of awards
Interactional justice
The degree to which one perceives that they are treated with respect and dignity
Cognitive evaluation theory
Offering extrinsic rewards for work that was previously rewarding intrinsically will decrease the person’s motivation because…
- It reduces one’s sense of control/autonomy
- It cheapens the experience since they are not doing the activity simply because they enjoy it and instead it becomes a job or a chore
How to Fostering Intrinsically Motivating Jobs
- Leading for choice- trust employees, don’t punish honest mistakes, provide employees with info to make good choices
- Leading for competence- implement high standards, assign challenging tasks, support/mentor employees, give positive feedback
- Leading for meaningfulness- communicate the vision/mission, access to output/whole tasks, non-cynical output, pay attention to person-job fit and person-organization-fit
- Leading for progress- milestones, celebrations, feedback/performance measures
