Chapter 7 Flashcards
motivation relates to 3 key concepts
- Intensity=how much one tries
- direction= it leads to the desired outcome: Effort directed toward, and consistent with, the organization’s goals is the kind of effort we should be seeking
- persistence=how long one tries.
Theories X (negative) and Y (positive)
This theory is based on manager’s assumptions of their employees. Theory X (inherently dislike) is full of assumptions such as: employees are lazy, dislike their work, everything is somebody’s fault, employees’ interest in job is restricted to just being paid, employee cannot be trusted. Theory Y (natural as rest or play) is based on assumptions such as: employees may be ambitious, motivated, can handle work autonomy, can be given authority and be empowered. In terms of Maslow hierarchy, higher-order needs dominate individuals in theory Y, lower-needs dominate in theory X. Lack of support.
Two-factor theory (motivation-hygiene theory)
Theory developed by F. Herzberg. His studies proved that certain factors cause job satisfaction and a separate set of factors cause job dissatisfaction. Hygiene factors are: status, job security, salary, fringe benefits – if these factors are present, a worker won’t be dissatisfied. If they are absent, workers will be dissatisfied. There are as well motivation factors: challenging work, recognition, responsibility, and empowerment. These factors give positive satisfaction. Despite many criticisms, this theory is widely known by managers. Herzberg proposed a dual continuum: The opposite of “satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction.”. You can not remove dissatisfaction if you remove unpleasant factors so satisfice people. Both have different factors, so remove them doesn’t mean someone will be motivated. Limited metho (selfreport), no overall measure of satisfaction, assumed relation between satisfaction and productivity but looked only to satisfaction.
McClelland’s Theory of Needs (3)
It focuses on 3 needs:
- need for achievement (nAch): Achieve a set of standards,
- need for power (nPow): make other behave in a certain way and
- need for affiliation (nAff): close interpersonal relationships.
These needs are subconscious. Researches focus mainly on nAch and the relationship between nAch and job performance. Critique: the theory has less practical approach than others and applying and measuring concept in practice is expensive and time-consuming. Achievers achieve more at 50-50 precent success. People with a high achievement need are interested in how well they do personally, and not in influencing others to do well. This is a very good theorie but difficult to measure because a person not always know that he has it.
Self-determination theory
which proposes that people prefer to feel they have control over their actions, so anything that makes a previously enjoyed task feel more like an obligation than a freely chosen activity will undermine motivation.
Goal-setting Theory
This theory claims that providing specific, challenging and interesting goals, while giving constant feedback, results in better outcome. Acceptance of a goal, however hard it can be to achieve, results in higher effort to achieve it. Specific goals increase performance and higher output; that difficult goals, when accepted, result in higher performance than do easy goals; and that feedback leads to higher performance than does nonfeedback.
Why are we ‘attracted’ to difficult goals? (4)
- Because a difficult goal focuses us, makes us concentrate on it and diminishes distractions.
- A difficult goal makes us more energetic and more hard- working because indeed we need to work better, harder to accomplish it.
- Difficult goal equals more determination in pursuing it.
- Difficult goal equals invention, finding new working methods to be more effective and efficient. In this whole process, feedback serves as guidance (discrepancies about what you done), check list of things that are done and need to be done.
Self-efficacy Theory - Albert Bandura
is based on one’s confidence that he/she can perform/achieve a goal. The higher one’s belief in succeeding (that is the higher one’s self-efficacy), the higher one’s motivation and response to feedback. There are four methods of enhancing self-efficacy: enactive mastery-relevant experience with the task/job, vicarious modeling- gaining confidence by watching others performing the task it is effective if you identify yourself with that person, verbal persuasion-someone persuades you that you can succeed that motivates, and the enhancement of positive emotional responses by the reduction of stress reactions (arousal). Training programs use enactive mastery. The Galatea effect means communicating expectations directly to employees and self-fulfilling of this expectation. Higher selfefficacy does better at trainings.
Social-Learning Theory:
- Attentional Processes
- Retention Processes
- Motor Reproduction Processes
- Reinforcement Processes
- Attentional processes: People learn from a model only when they recognize and pay attention to its critical features.
- Retention processes. A model’s influence depends on how well the individual remembers the model’s action after the model is no longer readily available.
- Motor reproduction processes. After a person has seen a new behavior by observing the model, watching must be converted to doing.
- Reinforcement processes. Individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided.
When we see ourselves as overrewarded, tension creates guilt. If one spots inequity, he can make the following decisions (6)
- Change the input (less effort or more)
- Change the output (more units, lower quality)
- Choose a different referent (another person to compare with)
- Distort perception of self (thinking about yourself)
- Distort perception of others (thinking about the other)
- Leave the field (e.g. leave the job)
Explain the Expectancy Theory of Victor Vroom
Vroom’s theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Expectancy is the belief that increased effort will lead to increased performance i.e. if I work harder then this will be better. employees will be motivated to exert a high level of effort when they believe it will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards such as bonuses.
Expectancy Theory - name the 3 relationships Victor Vroom focuses on
- Effort-performance relationship
- Performance-reward relationship
- Reward-personal goal relationship
Expectancy Theory - explain the 3 relationships Victor Vroom focuses on
- Effort-performance relationship
- Performance-reward relationship
- Reward-personal goal relationship
- Effort-performance relationship (“The harder I try, the better outcome will be”)
The probability perceived by the individual that exerting a given amount of effort will lead to performance - Performance-reward relationship (“The more TVs I sell, the higher bonus I will get”)
The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome. - Reward-personal goal relationship (“The higher bonus I get, the better car I will buy”)
The degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual
