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comm 222: organizational behavior > chapter 5: theories of work motivation > Flashcards

chapter 5: theories of work motivation Flashcards

1
Q

what is motivation?

A

extent to which persistent effort is directed toward a goal

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2
Q

what are the four basic characteristics of motivation?

A

amount of effort

persistence in applying effort

channeling the persistence effort in a direction

goal or objective

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3
Q

what does direction as a characteristic of motivation mean?

A

The extent to which worker’s channel their persistence effort in a direction that benefits the
organization

Motivation means working smart as well as working hard

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4
Q

true or false

Employees goals are sometimes contrary to the objectives of the organization

A

true

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5
Q

give examples of employees having different goals that do not benefit the organization they work in

A

absenteeism

sabotage

embezzlement

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6
Q

why is motivation especially important in contemporary organizations?

A

Need for increased productivity

Global competitiveness

Rapid changes

Need for flexibility

Attention to customers

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7
Q

Intrinsic (autonomous) motivation

A

arises from the direct relationship between worker and task

usually self-applied (r easons from within)

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8
Q

what are some examples intrinsic (autonomous) motivation?

A

feelings of achievement

accomplishment

challenge

competence derived from performing one’s job

the interest in the job itself

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9
Q

what is extrinsic motivation?

A

stems from the work environment external to the task

usually applied by others (r easons from outside)

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10
Q

what are some examples of extrinsic motivation?

A

pay

policies

various forms of supervision

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11
Q

which has more influence on motivation, extrinsic or intrinsic??

why?

A

extrinsic motivation

The availability of extrinsic motivators can reduce the intrinsic motivation stemming from the task itself

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12
Q

can extrinsic and intrinsic motivation both be compatible and enhance our motivation?

A

yeeeee

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13
Q

what is the Self-determination theory’

A

theory of motivation that considers whether peoples’ motivation are autonomous (intrinsic) or controlled (extrinsic)

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14
Q

what are the two types of motivations that apply to the self determination theory?

A

Autonomous (intrinsic) motivation (SDT)

Controlled (extrinsic) motivation (behavior is externally controlled)

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15
Q

what is Autonomous (intrinsic) motivation (SDT)?

A

when people are self motivated by intrinsic factors

Individuals are engaged in a task because they choose to be and their actions are internally regulated

it is also related to other work outcomes such as positive attitudes and psychological well-being

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16
Q

true or false

autonomous motivation facilitates effective performance incomplete and simple tasks?

A

truuuue

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17
Q

Controlled (extrinsic) motivation (behavior is externally controlled)

A

when people are motivated to obtain a desired consequence or extrinsic reward

they are motivated by an external force

When motivation is controlled, individuals feel they have no choice and they have to engage in a task

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18
Q

what is performance?

A

extent to which an organizational member contributes to achieving the objectives of the organization

conscientiousness linked to performance

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19
Q

what are factors that predict performance

A

general cognitive ability

task understanding

emotional intelligence

chance

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20
Q

General cognitive ability

A

refers to a person’s basic information processing capacities and cognitive resources ( intelligence)

individual’s overall capacity and efficiency for processing information

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21
Q

Emotional Intelligence

A

ability to understand and manage one’s own and others’ feelings and emotions

involves empathy and self regulation

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22
Q

what are the set of skills in Peter Salovey and John Mayer’s emotional intelligence model?

A

Perceiving emotions accurately in oneself and others

Using emotions to facilitate thinking and decision making

Understanding emotions, emotional language, and the signals conveyed by emotions

Managing emotions to attain specific goals (to suit situation)

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23
Q

emotional intelligence predicts performance in what type of areas?

A

job performance

academic performance

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24
Q

true or false

EI predicts job performance above & beyond cognitive ability and the Big Five personality variables

A

true

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25
Q

EI is most strongly related to job performance in jobs that require what?

A

high levels of emotional labour

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26
Q

is emotional intelligence most important with individuals with lower levels of cognitive ability or higher levels of cognitive ability?

A

lower levels of cognitive ability

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27
Q

what can be another reason for poor performance apart of personality, general cognitive ability, and EI?

A

poor understanding of the task and luck and chance factors

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28
Q

is it possible for performance to be low even if the person is highly motivated?

A

yeeee

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29
Q

what is McClelland’s needs theory?

A

nonhierarchical need theory of motivation

outlines the conditions
under which certain needs result in particular patterns of motivation

30
Q

in McClelland’s needs theory, what are the needs that motivate people the most?

A

achievement

affiliation

power

31
Q

what best job positions would be the result of the need for achievement?

A

sales jobs (commissions) or entrepreneurial positions

32
Q

describe the need for achievement

A

Strong desire to perform challenging tasks well

Preference for situations in which personal responsibility can be taken for outcomes

Tendency to set moderately difficult goals that provide for calculated risks

Desire for performance feedback

33
Q

describe the need for affiliation

A

strong desire to establish & maintain friendly, compatible interpersonal relationships

People with a high need for affiliation have an ability to learn social networking quickly

tendency to communicate frequently with others

they prefer to avoid conflict and competition

34
Q

what are some job positions that are the result of the need of affiliation?

A

social work (participant in the process) or customer relations

35
Q

describe the need for power

A

A strong desire to influence others

seeking out social settings in which they can be influential

36
Q

what job positions would be the result of a need for power?

A

journalism and management (dictates the path to follow)

37
Q

what are the characteristics of managers?

A

low need for affiliation

high need for power

the ability to direct power toward organizational goals

38
Q

true or false

people will be motivated to seek out and perform well in jobs that match their needs

A

true

39
Q

what is the expectancy theory

A

process theory the states that motivation is determined by the outcomes that people expect to occur as a result of their actions on the job

40
Q

what are the components of the expectancy theory?

A

first level outcomes

second level outcomes

instrumentality

valence instrumentality

expectancy

force

41
Q

what are first level outcomes

A

particular interest to the organization

i.e. high vs. average productivity

42
Q

what are second level outcomes

A

consequences that follow the attainment of a particular first level outcome

43
Q

what does the expectancy theory specify regarding employees and the first level outcome?

A

it specifies how employees attempt to choose a first level outcome over another first level outcome

44
Q

what is instrumentality?

A

link between first level and second level outcomes

the probability that a particular first-level outcome (e.g., high productivity) will be followed by a particular second-level outcome (e.g., pay)

High productivity → 80% chance of a pay increase

Average productivity → 30% chance of a pay increase

45
Q

what is valence instrumentality?

A

The expected value of outcomes

the extent to which they are attractive or unattractive to the individual

46
Q

what does the valence of a first level outcome depend on?

A

the extent to which it leads to a favorable second-level outcomes

47
Q

what is expectancy?

A

the probability that the worker can actually achieve a particular first-level outcome

→ High performance 50% certain

→ Average performance 100% certain

48
Q

what is the force?

A

the power that the Jedi have

what gives life to everything

everything contains it

—(how much effort you put in a task): It represents the relative degree of effort that will be directed

towards various first-level outcomes:

force = first-level valence x expectancy

We can expect an individual’s effort to be directed toward the first-level outcome that has the largest
force product.—

49
Q

nah but for real, what is force?

A

how much effort you put in a task

represents the relative degree of effort that will be directed towards various first-level outcomes

force = first-level valence x expectancy

50
Q

true or false

We can expect an individual’s effort to be directed toward the first-level outcome that has the largest force product

A

truuuuuuue

51
Q

people will be more motivated to to perform in what attracts them the most and what they can accomplish

yay or nay?

A

yay

52
Q

The attractiveness of various work activities depends on the extent to which they lead to disgusting personal consequences

true or false

A

false

they have to lead to favourable personal consequences

53
Q

managers have to consider three expectations in the expectancy theory.

what are they?

A

boost expectancies

clarify reward contingencies

appreciate diverse needs

54
Q

what odes boosting expectancy mean

A

ensure that their employees expect to be

able to achieve first-level outcomes that are of interest to the organization

55
Q

will workers pursue goals if the expectancy is low?

A

nah boy

56
Q

what are the forms that low expectancy can take?

A

poor equipment and tools

lazy coworkers

Lack of understanding what the organizations considers good performance and how to achieve it

57
Q

how can expectancies be enhanced?

A

proper equipment

training

demonstrating correct work procedures

explaining how performance is evaluated

listen to employee problems

basically, clarify the path to first level outcomes first-level outcomes

58
Q

how do you clarify reward contingencies?

A

Managers should try to ensure that the paths between first- and second-level outcomes are clear

Employees should be convinced that first-level outcomes are clearly instrumental in obtaining positive second-level outcomes and avoiding negative outcomes

To ensure that instrumentalities are strongly established, they should be clearly stated and then acted on by the manager

Managers should provide stimulating, challenging tasks for workers who are interested in such work

59
Q

how do you appreciate diverse needs?

A

Managers should analyze the diverse preferences of employees

attempt to design
individualized “motivational packages” to meet their need

60
Q

what is the equity theory?

A

compares my outcomes and my inputs to some else’s outcomes and inputs

61
Q

what are some tactics for reducing inequity?

A

Perceptually distort one’s own inputs or outcomes

Perceptually distort the inputs or outcomes of the comparison person or group.

Choose another comparison person or group.

Alter one’s inputs or alter one’s outcomes.

Leave the exchange relationship (“I don’t want it, take it”)

62
Q

true or false

Both men and women tend to choose same-sex comparison persons

A

truuuuuue

63
Q

what might provide a partial explanation for why women are paid less than men, even for the same job?

A

the fact that both men and women tend to choose same-sex comparison persons

64
Q

what must managers consider regarding the equity theory and their subordinates

A

Perceived underpayment will have a variety of negative motivational consequences for the organization

e.g., low productivity, low quality, theft

Understand that feelings about equity stem from a perceptual social comparison process

65
Q

what does the feeling of equity stem from?

A

a perceptual social comparison process

66
Q

what are the characteristics of a goal in order for them to be considered motivational

A

specific

challenging

organizational members are committed

feedback about progress towards goal is provided

67
Q

what are factors what might affect the commitment to challenging, specific goals?

A

participation

rewards

management support

68
Q

what are the mechanisms that will influence one’s performance to c¡achieve a goal?

A

direction

effort

persistence

task strategies

69
Q

are motivation theories the same across cultures?

A

nah nah

do not always apply to workers elsewhere

culutral limitations

e.g., equity versus equality

70
Q

how are collective cultures regarding motivaton

A

tendency to favour reward allocation based on equality rather than equity

71
Q

why is the expectancy theory very effective when applied cross culturally?

A

because of tis flexibility

72
Q

how can goals be motivational across all cultures?

A

by setting specific and challenging goals

comm 222: organizational behavior (13 decks)

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