Chapter 7: Motivation Flashcards
The processes that accounts for an individual’s intensity, direction, and persistence of effort toward attaining an organizational goal
Motivation
The amount of effort put forth to meet the goal
Intensity
Efforts are channeled toward organizational goals
Direction
How long the effort is maintained
Persistence
Early Theories of Motivation
- Maslow’s Hierarchy of Needs Theory
- McGregor’s Theory X and Theory Y
- Herzberg’s Two-Factor (Motivation-Hygiene) Theory
- McClellan’s Theory of Needs (Three Needs Theory)
Inherent dislike for work and will attempt to avoid it
Must be coerced, controlled, or threatened with punishment
Theory X
View work as being as natural as rest or play
Will exercise self-direction and self-control if committed to objectives
Theory Y
Hygiene Factors (Two-Factor Theory)
- Quality of supervision
- Pay
- Company policies
- Physical working conditions
- Relationships
- Job security
Motivation Factors (Two-Factor Theory)
- Promotional opportunities
- Opportunities for personal growth
- Recognition
- Responsibility
- Achievement
The drive to excel
Need for Achievement (nAch)
The need to make others behave in a way they would not have behaved otherwise
Need for Power (nPow)
The desire for friendly and close interpersonal relationships
Need for Affiliation (nAff)
High achievers prefer jobs with… (McClelland’s High Achievers)
- Personal responsibility
- Feedback
- Intermediate degree of risk (50/50)
Contemporary Theories of Motivation
- Self-Determination Theory
- Goal-Setting Theory
- Management by Objectives
People prefer to have control over their actions so when they feel they are forced to do something they previously enjoyed, motivation will decrease
Self-Determination Theory
Proposes that the introduction of extrinsic rewards for work (pay) that was previously intrinsically rewarding tends to decrease overall motivation
Cognitive Evaluation Theory
Considers how strongly people’s reasons for pursuing goals are consistent with their interests and core values
Self-Concordance
Goals increase performance when goals are…
- Specific
- Difficult, but accepted by employees
- Accompanied by feedback: self-generated feedback is best
Contingencies in goal-setting theory…
- Goal Commitment
- Task Characteristics
- National Culture
Public goals better
Goal Commitment
Simple & familiar better
Task Characteristics
Western culture suits best
National Culture
Converts overall organizational objectives into specific objectives for work units and individuals
Management By Objectives (MBO)
Common ingredients of Management By Objectives (MBO)…
- Goal specificity
- Explicit time period
- Performance feedback
- Participation in decision making
Other Contemporary Theories of Motivation
- Self-Efficacy Theory
- Equity Theory
- Expectancy Theory
An individual’s belief that he or she is capable of performing a task
Also known as social cognitive theory or social learning theory
Self-Efficacy Theory
Self-efficacy increased by
- Enactive Mastery
- Vicarious Modeling
- Verbal Persuasion
- Arousal
Gaining relevant experience to the task or job
Enactive Mastery
Becoming more confident because you see someone else doing the task
Vicarious Modeling
Someone convinces you that you have the skills necessary to be successful
Verbal Persuasion
Get energized
Arousal
Employees weigh what they put into a job situation (input) against what they get from it (outcome)
They compare their input-outcome ratio with the input-outcome ratio of relevant others
Equity Theory
Equity Theory (Six Choices)
- Change inputs
- Change outcomes
- Distort perceptions of self
- Distort perceptions of others
- Choose a different referent
- Leave the field
Three key relationships of Expectancy Theory
- Effort-Performance
- Performance-Reward
- Rewards-Personal Goals
Perceived probability that exerting effort leads to successful performance
Effort-Performance
The belief that successful performance leads to desired outcome
Performance-Reward
The attractiveness of organizational outcome (reward) to the individual
Rewards-Personal Goals
The investment of an employee’s physical, cognitive, and emotional energies into job performance
Job Engagement
Organizations where employees are highly engaged have…
- Higher levels of productivity
- Fewer safety incidents
- Lower turnover
Strive for advancement and accomplishment, and they approach conditions that move them closer toward desired goals.
Promotion Focus
Strive to fulfill duties and obligations and avoid conditions that pull them away from desired goals
Prevention Focus
It is a form of self fulfilling prophecy in which believing something can make it true
Pygmalion Effect or Galatea Effect
Overall perception of what is fair in the workplace
Organizational justice
It is concerned with the fairness of the outcomes such as pay and recognition that employees receive
Distributive justice
Perceived fairness of process used to determine outcomes
Procedural justice
Degree to which employees are provided explanations for decisions and kept informed
Informational justice
Perceived degree to which one is treated with dignity and respect
Interpersonal justice
