Chapter 5 - Motivation Flashcards
Employee engagement
individual’s emotional and cognitive (rational) motivation, particularly a focused, intense, persistent and purposive effort towards work-related goals
It is also emotional involvement in, commitment to and satisfaction with the work, as well as a high level of absorption in the work and sense of self-efficacry about performing the work.
Motivation
forces within a person that affect his or her direction, intensity and persistence of voluntary behavior in the workplace
Drives (primary needs)
neural states that energize individuals to correct deficiencies or maintain an internal equilibrium
they are prime movers of behavior, activating emotions that put us in a state of readiness to act
Needs
goal directed forces that people experience, are shaped by the individual’s self-concept, such as personality and values, as well as social norms and past experience
Maslow’s needs hierarchy
Higher order
1) Self -actualization
2) Esteem
Lower order
3) Belongingness
4) Safety
5) Physiological
Existence growth theory
1) Growth
2) Relatedness
3) Existence
McClelland’s learned needs theory
Argues that needs can be strengthened through learning
1) need for achievement - learned tendency to strive for success
2) need for power - desire to seek approval from others
3) need for affiliation - need to control one’s environment
Four-drive theory
states that everyone has four innate drives: the drives to acquire, bond, learn and defend
These drives activate emotions that people regulate through a skill set that considers social norms, past experience and personal values
Main recommendation from four-drive theory
to ensure that individual jobs and workplaces provide a balanced opportunity to fulfill the four drives
Expectancy theory
states that work effort is determined by the perception that effort will result in a particular level of performance (E-to-P Expectancy), the perception that a specific behavior or performance level will lead to specific outcomes (P-to-O expectancy) and the valences that the person feels for those outcomes
Effort to Performance expectancy increased by
improving the employee’s ability and confidence to perform the job
Performance to outcome expectancy increased by
measuring performance accurately, distributing higher rewards to better performers and showing employees that rewards are performance-based
Outcome valences increased by
finding out what employees want and using these resources as rewards
Organizational behavior modification
takes the behaviorist view that the environment teaches people to alter their behavior so that they maximize positive consequences and minimize adverse consequences
Antecedents
environmental stimuli that provoke behavior
Consequences
events following behavior that influence its future occurrence
includes positive reinforcement, punishment, negative reinforcement and extinction
Social cognitive theory
states that much of learning and motivation occurs by observing and modeling others as well as by anticipating the consequences of our behavior
It suggests that people typically infer cause-effect relationships, anticipate the consequences of their actions, develop self-efficacy in performing behavior, exercise personal control over their behavior and reflect on their direct experiences
self-regulation
tendency of people to rewards and punish themselves as a consequence of their actions
Goal setting
process of motivating employees and clarifying their role perceptions by establishing performance objectives
Goals more effective when they
Specific Measurable Achievable Relevant Time-framed Exciting Reviewed
Effective feedback
specific, relevant, timely, credible, and sufficiently frequent
Strengths-based coaching (appreciative coaching)
maximises employee potential by focusing on employees’ strengths rather than their weaknesses
Organisational justice
consists of distributive justice and procedural justice
Distributive justice
perceived fairness in the outcomes we receive relative to our contributions and the outcomes and contributions of others
Procedural justice
the fairness of the procedures used to decide the distribution of resources
Equity theory
people continuously monitor the degree of equity or inequity that exists in their working relations
Applied motivation practices
Designing reward systems
Designing jobs
Encouraging self-motivation
Content theories
what kinds of needs and drives for motivation
Process theories
how are needs and drives converted to motivation
