Chapter 5: Foundations of Employee Motivation Flashcards
Motivation
Forces within a person that affect the direction, intensity, and persistence of voluntary behavior
Employee engagement
Individual emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort toward work-related goals
Drives (primary needs)
Hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals
Needs
Goal-directed forces that people experience
Maslow’s needs hierarchy
Motivation theory of needs arranged in a hierarchy, whereby people are motivated to fulfill a higher need as a lower one becomes gratified (Physiological (food, shelter, clothing), Safety (job security), Belongingness (desire for affiliation and acceptance), Esteem (desire for status and position, typically insatiable), Self-Acutalization)
Learned needs theory
McClelland idea that need strength can be altered through social influences. Three “learned” needs: achievement, power, affiliation
nAch
Need for Achievement is a learned need in which people want to accomplish reasonably challenging goals and desire unambiguous feedback and recognition for their success; Andy went to Cornell example
nAff
Need for Affiliation is a learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation; Michael needs to be well liked example
nPow
Need for Power is a learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power, ) or others (socialized power)
Four-Drive theory
Motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality
Drive to acquire
Insatiable because the purpose of human motivation is to achieve higher position that others
Drive to bond
Fo form social relationships and develop mutual caring commitments with others
Drive to comprehend
Drive to satisfy our curiosity, to know and understand ourselves and the environment around us
Drive to defend
Drive to protect ourselves physically and socially
Expectancy theory
Motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes; first level outcome: achievement; second level outcomes: terminal goals, ultimate desires, promotion, merit pay, etc; instrumentality: perception of relationship between 1st and 2nd level outcomes; valence: importance of outcomes to individual; expectancy; probability of it occurring bc of behavior
Effort to Performance expectancy
Individual’s perception that his or her effort will result in a particular level of performance
Performance to Outcome expectancy
Perceived probability that a specific behavior or performance level will lead to a particular outcome
Outcome valences
Anticipated satisfaction or dissatisfaction that an individual feels toward an outcome
OB Mod
Theory that explains employee behavior in terms of the antecedent conditions and the consequences of that behavior
Contingencies of reinforcement
Positive reinforcement (intro of a consequence increases frequency of event, cookie), punishment (consequence decreases frequency of event, grounded, write-up, dock pay), extinction (no consequence follows follows the behavior, ignoring kid raising their hand), negative reinforcement (occurs when the removal or avoidance of a consequence increases or maintains the frequency or future probability of behavior, bad reviews will stop when you start performing better, buzzing sound for seatbelt to click)
Schedules of reinforcement
Continuous (every day, common in pie-rate comp, paid by desirable behaviors, effective in learning new tasks), Variable ratio (after various time frames, cold call goal requirement, most effective), Fixed ratio (auto sales, go home after selling two cars), fixed interval (reward after specific amount of time, paychecks), variable interval (reward after varying amounts of time, promotions)
Social cognitive theory
Theory that explains how learning and motivation occur by observing and modeling others as well as by anticipating the consequences of our behavior, Bobo Doll punching it, kids observing other kids play
Learning behavior consequences
Doesn’t necesarrily happen to you, but you saw the repercussions and are not going to do what they did, server fired for not ringing up properly
Behavior modeling
Learning by imitating and practicing others behavior, self efficacy is essential
Self-regulation
Setting goals and other forms of intentional purposeful action, kid watns to have fun, but only after finish chores, no coffe and donuts until finishing reports
Self-reinforcement
Reinforcement that occurs when an employee has control of a reinforcer but doesn’t take it until completing a self-set goal
Goal setting theory
Process of motivating employees and clarifying their role perceptions by establishing performance objectives; SMARTER (specific, measurable, achievable, relevant, time specific, exciting, reviewable); difficulty can have diminishing returns, widget salesman example
Balanced scorecard (BSC)
Goal setting and reward system that translates the org’s vision and mission into specific, measurable performance goals related to financial, customer, internal, and learning/growth processes
Strengths-based coaching
Positive org behavior approach to coaching and feedback that focuses on building and leveraging the employee’s strengths rather than trying to correct his or her weaknesses
Multisource (360 degree) feedback
Information about an employee’s performance collected from a full circle of people, including subordinates, peers, supervisors, and sutomers
Distributive justice
Perceived fairness in the individual’s ratio of outcomes to contributions relative to a comparison other’s ratio of outcome to contributions
Procedural justice
Perceived fairness of the procedures used to decide the distribution of resources
Equity theory
Employees determine feelings of equity by comparing their own outcome/input ration to the outcome/input ratio of some other person; rooted in cognitive dissonance theory; fairness; input, outcome, comparison other
Actions that reduce inequity tension
Change our inputs, change our outcomes, change other’s inputs, change other’s outcomes, change our perceptions, change comparison other, leave the field
Aldefer’s ERG
Existence, Relatedness, Growth; Satisfaction progression principle, frustration regression principle
Theory of Intrinsic Motivation
Motivation to behave because of how it makes us feel; autonomy, mastery, purpose are fundamental, external rewards for intrinsically motivating behavior (pay raises or bonuses when they don’t care about that, cash rewards for grades, when grades go bad what happens)
Equivalency
Not necessarily equality, but equivalency in the amount of input to output fairness
Employee Equity
Compare yourself to someone in the same company in the same position (baseball catcher to baseball catcher)
Internal equity
Comparing to someone in same company with different position (same team, but comparing to pitcher)
External equity
Comparing to someone in a different company but with the same job (comparing to catcher on another team); cost of living
3 Groups of Equity Sensitiveity
Benevolent’s (I/O is less than others and is okay); Equity sensitives: wants equity, broad range; Entitled’s: I/O is higher than comparison others
Organizational Justice
Offshoot of equity theory, not comparative other, distributive and procedures, throwing darts example
