Chapter 8 Flashcards
Motivation
Psychological forces that determine:
- Person’s commitment or effort (how hard people work)
- Person’s persistence displayed in face of obstacles
Intrinsically motivated behaviour:
performed for its own sake; source of motivation is performing the behavior
Extrinsically motivated behaviour:
Performed to acquire material or social rewards or to avoid punishment
Prosocially motivated behaviour:
Performed to benefit or help others
Three factors that motivate workers:
- Worker’s own personal characteristics
- Nature of job
- Nature of organization
Outcomes
Anything a person gets from their job
Inputs
Anything a person contributes to their job
Maslow’s Hierarchy of Needs
Self-actualization needs: giving people the opportunity to use their skills and abilities to the fullest extent
Esteem needs: Recognizing accomplishments and granting raises
Belongingness needs: By organizing social gatherings (holiday parties)
Safety needs: Providing job security
Physiological needs: Provide level of pay for person to provide for their family
Herzberg’s Motivator-Hygiene theory
Motivator needs: related to the nature of the work itself and how challenging it is
Hygiene needs: related to the physical and psychological context in which the work is performed
McClelland’s Need for Achievement, Affiliation and Power
Need for achievement: How strong is one’s desire to perform challenging tasks well and to meet personal standards for excellence
Need for Affiliation: How concerned and individual is about establishing and maintaining good interpersonal relations, being liked, and having the people around him or her get along with each other
Need for Power: How concerned an individual is with their ability to control or influence others
Expectance Theory
Expectance: Perception about the extent to which effort will result in a certain level of performance
Instrumentality: Perception about the extent to which performance at a certain level will result in receiving rewards
Valence: How desirable each of the outcomes/rewards available from a job or organization is to a person
How can managers apply the expectance theory
Increase Expectance Levels:
- By providing proper training and mentorship
Increase Instrumentality Levels:
- By keeping their word and being transparent in the distribution of outcomes (rewards)
Increase Valence:
- By individualizing outcomes and rewards
Equity Theory
Worker’s perceptions of the fairness of work outcomes in proportion to their inputs
- Motivation influences by comparison of one’s own outcome-input ratio with the outcome-ratio of a second person (the referent)
Inequity
Inequity: lack of fairness
- Exists when a persons outcome-input ratio is not perceived to be equal to referent’s
Identify the motivation lessons that managers can learn from learning theories of motivation.
Learning theories help managers see the link between giving rewards for high-performance behaviour and the repetition of that behaviour among employees.
Explain how managers use reward systems to increase employee motivation.
Pay is only one part of a total reward strategy, which includes both extrinsic elements such as pay and intrinsic elements such as providing opportunities for career growth and development and non-financial recognition.
