Chapter 6 Motivation

Question 1

What is motivation?

Answer 1

energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence.

Question 2

What three beliefs help determine work effort, according to expectancy theory?

Answer 2

• expectancy (belief that a high level of effort results in success)
• instrumentality (belief that successful performance will result in some outcome(s).
• valence. (anticipated value of the outcomes associated with performance)

Question 3

What two qualities make goals strong predictors of task performance, according to goal setting theory?

Answer 3

According to goal setting theory, goals become strong drivers of motivation and performance when they are difficult and specific. Specific and difficult goals affect performance by increasing self-set goals and task strategies. Those effects occur more frequently when employees get feedback, tasks are not too complex and goal committment is high.

Question 4

What does it mean to be equitably treated according to equity theory, and how do employees respond to inequity?

Answer 4

According to equity theory, rewards are equitable when a person’s ratio of outcomes to inputs matches those of some relevant comparison other. A sense of inequity triggers equity distress. Underreward inequity typically results in lower levels of motivation or higher levels of counterproductive behavior. Overreward inequity typically results in cognitive distortion, in which inputs are reevaluated in a more positive light.

Question 5

What is psychological empowerment?

what 4 beliefs determine empowerment levels?

Answer 5

Psychological empowerment reflects an energy rooted in the belief that tasks are contributing to some larger purpose.

1. Psychological empowerment is fostered when work goals appeal to employees’ passions (meaningfulness),
2. employees have a sense of choice regarding work tasks (self-determination),
3. employees feel capable of performing successfully (competence)
4. employees feel they are making progress toward fulfilling their purpose (impact).

Question 6

How does motivation affect job performance and organizational committment?

Answer 6

1. The motivating force with the strongest performance effect is self-efficacy/competence, because people who feel a sense of internal self-confidence tend to outperform those who doubt their capabilities
2. Difficult goals are the second most powerful motivating force; people who receive such goals outperform the recipients of easy goals.
3. The motivational force created by high levels of valence, instrumentality, and expectancy is the next most powerful motivational variable for task performance.
4. Finally, perceptions of equity have a somewhat weaker effect on task performance.

Question 7

What steps can organizations take to increase employee motivation?

Answer 7

Organizations use compensation practices to increase motivation. Those practices may include individual-focused elements (piece-rate, merit pay, lump-sum bonuses, recognition awards), unit-focused elements (gain sharing), or organization-focused elements (profit sharing).