Chapter 5 - Motivation Flashcards

1
Q

Employee engagement

A

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.

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2
Q

Motivation

A

forces within a person that affect his or her direction, intensity and persistence of voluntary behavior in the workplace

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3
Q

Drives (primary needs)

A

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

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4
Q

Needs

A

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

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5
Q

Maslow’s needs hierarchy

A

Higher order

1) Self -actualization
2) Esteem

Lower order

3) Belongingness
4) Safety
5) Physiological

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6
Q

Existence growth theory

A

1) Growth
2) Relatedness
3) Existence

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7
Q

McClelland’s learned needs theory

A

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

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8
Q

Four-drive theory

A

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

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9
Q

Main recommendation from four-drive theory

A

to ensure that individual jobs and workplaces provide a balanced opportunity to fulfill the four drives

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10
Q

Expectancy theory

A

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

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11
Q

Effort to Performance expectancy increased by

A

improving the employee’s ability and confidence to perform the job

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12
Q

Performance to outcome expectancy increased by

A

measuring performance accurately, distributing higher rewards to better performers and showing employees that rewards are performance-based

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13
Q

Outcome valences increased by

A

finding out what employees want and using these resources as rewards

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14
Q

Organizational behavior modification

A

takes the behaviorist view that the environment teaches people to alter their behavior so that they maximize positive consequences and minimize adverse consequences

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15
Q

Antecedents

A

environmental stimuli that provoke behavior

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16
Q

Consequences

A

events following behavior that influence its future occurrence

includes positive reinforcement, punishment, negative reinforcement and extinction

17
Q

Social cognitive theory

A

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

18
Q

self-regulation

A

tendency of people to rewards and punish themselves as a consequence of their actions

19
Q

Goal setting

A

process of motivating employees and clarifying their role perceptions by establishing performance objectives

20
Q

Goals more effective when they

A
Specific
Measurable
Achievable
Relevant
Time-framed
Exciting
Reviewed
21
Q

Effective feedback

A

specific, relevant, timely, credible, and sufficiently frequent

22
Q

Strengths-based coaching (appreciative coaching)

A

maximises employee potential by focusing on employees’ strengths rather than their weaknesses

23
Q

Organisational justice

A

consists of distributive justice and procedural justice

24
Q

Distributive justice

A

perceived fairness in the outcomes we receive relative to our contributions and the outcomes and contributions of others

25
Procedural justice
the fairness of the procedures used to decide the distribution of resources
26
Equity theory
people continuously monitor the degree of equity or inequity that exists in their working relations
27
Applied motivation practices
Designing reward systems Designing jobs Encouraging self-motivation
28
Content theories
what kinds of needs and drives for motivation
29
Process theories
how are needs and drives converted to motivation