Chapter 5: Motivation Flashcards
Motivation
the extent to which persistent effort is directed toward a goal.
Basic Characteristics of Motivation
Effort: Strength of work-related behavior.
Persistence: Consistency in applying effort over time.
Direction: Ensures effort is channeled towards organizational goals.
Goals: All motivated behavior is goal-directed.
Intrinsic Motivation
Stems from the task itself, self-applied (e.g., feelings of achievement, interest).
- performance quality, complex tasks
Extrinsic Motivation
Comes from external factors (e.g., pay, supervision).
- performance quantity, simple tasks
* Some motivators have both intrinsic and extrinsic qualities (e.g., promotions).
* Some studies suggest extrinsic rewards can reduce intrinsic motivation.
Self-Determination Theory (SDT)
- focuses on different types of motivation rather than a hierarchy of needs.
People have three universal psychological needs:
1. Competence – need to grow and experience mastery, Feeling capable and effective.
2. Autonomy – Having control over one’s actions.
3. Relatedness – Feeling connected to others.
Needs motivate one to initiate behavior (SDT)
- When 3 needs are satisfied, motivation is more autonomous (i.e., intrinsic)
- When 3 needs are not satisfied, motivation is more controlled (i.e., extrinsic)
Two Types of Motivation in SDT
- Autonomous Motivation – Intrinsic, self-driven (e.g., enjoying a task for its own sake).
- Controlled Motivation – Extrinsic, externally pressured (e.g., working for a reward or to avoid punishment).
Process Theories of Work Motivation
- Unlike need theories (which explain what motivates people), process theories explain how motivation works.
1. Expectancy Theory (Vroom)
2. Equity Theory (Adams)
3. Goal-Setting Theory (Locke)
Expectancy Theory (Vroom)
- States that motivation is determined by the outcomes that people expect to occur as a result of their actions
- Often seen primarily as a theory of extrinsic motivation (but not exclusively)
3 parts:
1. Expectancy
2. Instrumentality
3. Valence
Expectancy ()
Effort → Performance Link
o Belief that effort will lead to performance.
Instrumentality
Performance → Outcome Link
o Belief that performance will lead to desired rewards.
Valence
o Perceived value of rewards (e.g., money, recognition).
o Rewards must be meaningful to employees.
Formula for Expectancy Theory
Motivation (Force) = Expectancy × Instrumentality × Valence
- If any of these values are low (close to 0), motivation will also be low.
How to boost expectancies (E)
increase self-efficacy
* Provide proper equipment
* Train and mentor
* Develop correct work procedures
* Listen to employee problems and provide feedback
How to boost instrumentality (I)
clarify reward contingencies
* Ensure there are objective performance assessments
* Ensure there is a fair rewarding system
How to increase Valence
- Difficult to change valences, but managers can make other second-level outcomes possible, which may change the motivational equation
Clarifying Reward Contingencies
- Managers must ensure clear connections between:
o First-level outcomes (e.g., high performance) and
o Second-level outcomes (e.g., promotions, bonuses).
What are the characteristics of motivational goals?
Specificity, challenge, commitment, and feedback.
Why is commitment important in goal-setting?
Employees must accept goals for them to be effective.
What are four ways goals improve performance?
They direct attention, increase effort, enhance persistence, and promote task strategies.
What is goal velocity, and why does it matter?
It refers to the rate of progress toward a goal, impacting satisfaction, commitment, and success expectancy.
Cognitive Evaluation Theory
- Part of Self-Determination Theory…
- Allocating extrinsic rewards for behavior that was previously intrinsically rewarded tends to decrease the overall level of motivation.
- a decrease in autonomy
The Job Characteristics Theory
- Job design as an intrinsic motivator
Core Job Characteristics:
1. Skill Variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Feedback
