chapter 7 - motivation Flashcards
what is motivation?
the processes that count for an individuals intensity, direction, and persistence of effort toward attaining a goal
what is intensity?
describes how hard a person tries
- can lead to poor job performance unless the effort is channelled in a direction that benefits the organizaiton
what is persistance?
measures how long a person can maintain effort
Hierarchy of needs theory
abraham maslow said that every human being as 5 needs where each needs to be satisfied before they move to the next. (bottom to top): physiology, safety, social, esteem, self-actualization
two-factor theory
related intrinsic factors to job satisfaction and associates extrinsic factors to dissatisfaction
- the opposite of satisfaction is NOT dissatisfaction
- frederick herzberg
- motivation hygeine
intrinsic factors of motivation
advancement, recognition, responsibility, achievement
important to use these when motivating people at their job
what are hygiene factors
extrinsic factors like supervision, pay, company policies, and working conditions
- leads to dissatisfied employees
McClland’s theory of needs
need for achievement (drive to excel)
need for power (the need to make others behave in a way they would not have otherwise)
need for affiliation (the desire for friendly and close interpersonal relationships)
who are the best managers, usually
people with high need for power and low need for affiliation
self determination theory
people prefer to feel they have control over their actions, so anything that makes something they find enjoyable feel like an obligation, motivation will decrease
goal setting theory
reveals impressive motivational performance-related effects associated with goal specificity, challenge, and feedback
the goal characteristics associated with the goal setting theory
specific
measurable
agreed upon
realistic
time bound
why are people motivated by difficult goals?
difficult goals get out attention and help us focus
they energize us because we have to work harder
people persist in trying to attain them
lead us to discover strategies that help us perform the job better
Management by objectives
emphasizes participatively set goals that are tangible, verifiable, and measurable and that relate to the broader organizational mission
4 ingredients: goal specificity, participation in decision making, explicit time period, and performance feedback
equity theory
employees compare what they get form their job to what they put into it - people seek fairness
compare their efforts to others effort and their rewards to inputs
6 choices an employee has when they percieve inequality
- choose a different referent
- change outcomes
- distort perceptions of others
- change inputs
- distort perceptions of self
expectancy theory
argues that the strength of our tendency to act a certain way depends on the strength of our expectation of a given outcome and on its attractiveness
focus on 3 relationships: effort-performance, performance-reward, and rewards-personal goals
effort performance relationship
the probability perceived by the individual that exerting a given amount of effort will lead to performance
performance reward relationship
the degree to which the individual believes that performing at a particular level will lead to the attainment of a desired outcome
rewards personal goals relationship
the degree to which organizational rewards satisfy an individuals personal goals or needs and the attractiveness of those potential rewards for the individual
organizational justice
concerned with how employees feel that authorities and decision makers treat them
evaluate how fairly they are treated based on:
distributive justice
procedural justice
informational justice
interpersonal justice
distributive justice
concerned with the fairness of the outcomes, such as pay and recognition
procedural justice
examines how outcomes are allocated. employeed perceive that procedures are fairer when they are given a say in the decision making process, and when decision makers follow several rules (being consistent, avoiding bias, using accurate info, acting ethically, being open)
informational justice
reflects whether managers provide employees with explanations for key decisions and keep them informed of important organizational matters (more detailed = more fair)
interpersonal justice
perceived degree to which one is treated with dignity and respect
Job characteristics model
proposes that any job can be describes in terms of 5 core dimensions
skill variety
task identity
task significance
autonomy
feedback
skill variety
The degree to which a job requires different activities using specialized skills and talents
task identity
The degree to which a job requires completion of a whole and identifiable piece of work (Building a whole cabinet rather than just the handles)
task significance
The degree to which a job is perceived to affect the lives or work of other people
autonomy
The degree to which a job provides the worker freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out
feedback
The degree to which carrying out work activities generates direct and clear information about your own performance
job rotation
the periodic shifting of an employee from one task to another task with similar skill requirements at the same organizational level (increases task significance and reduced boredom)
job enrichment
expands jobs by increasing the degree to which the worker controls the planning, execution, and evaluation of the work
-Allows the worker to do a complete activity, increases the employee’s freedom and independence, increases responsibility, and provides feedback so the individual can assess and correct their own performance
alternative work arrangements
flex time (employees must work specific hour but times vary)
job sharing (allows 2 + people to split 4o hour a week job)
telecommuting
working at home some days
employee involvement
a participative process that uses employees input to increase their commitment to organizational success
- if workers are engaged in decisions that increase their autonomy they will be more motivated
participative management
a process in which subordinates share a significant degree of decision making power. followers must have huge trust in their leaders for it to work
representative participation
redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)
representative participation
redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)
representative participation
redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)
representative participation
redistributes power within an organization, putting labour on a more equal footing with the interests of management and stockholders by letting workers be represented by a small group of employees who participate in decision making (work councils, boards)
piece rate pay
compensating production workers with fixed sum for each unit of production
no base salary. only pay for whats produced
merit based pay
pays for individual performance based on performance appraisal ratings. strong relationship between pay and performance. can be negative
bonuses
a significant component of total compensation for many jobs
skill based pay
an alternative to job pay that centres pay levels on how many skills employees have or how many tasks they can perform. high turnover
profit sharing plans
distributes compensation according to some established formula designed around a company’s profitability
- can be direct outlays or allocations of stock options
gainsharing
formula based group incentive plan that uses improvements in group productivity or reductions in waste from one period to another to determine the total amount of money allocated
employee stock ownership plans
a company established benefit plan in which employees acquire stock, often at below market prices, as part of their benefits
flexible benefits
individualize rewards by allowing individuals to choose the compensation package that best satisfies their current needs
