Chapter 8: The motivation to work Flashcards
Motivation
Factors that determine human behavior (direction, intensity, persistence).
What does work-life balance include?
- Influences home - work
- Motivation not unlimited
- Conflicting demands
Person-as-machine
People’s behaviors/actions are reflexive and involutary and are perfomed without conscious awareness. Mostly response to needs and drivers
Internal: Need Theory (Maslow), Two-factor theory (Herzberg), ERG Theory (Alderfer). Extnernal: Reinformcement Theory (Skinner).
Person as science
Suggest that people are active inormation gathereres and analysts who seek knowledge and understanding as a way of mastering their environment.
Path-Goal theory (Georgopolus), VIE THoery (Vroom), Dissonance Theory (Festinger), Equity Theory (Adams).
Person as judge
Individuals seek information about the extent to which the person and others are perceived as responsible for positive and negative events. The personl looks for evidence of intention in the action of others and considers those intentions in choosing a personal course of action.
Goal setting Theory (Locke), Control Theory.
Locus of control
Is the extent to which an individual views events as resulting from his or her own actions (an internal LOC) or from outside causes (extneral LOC).
Maslow’s Need Theory
Proposed that all humans have a basic set of needs and that these needs express themselves over the life span of the indivudal as internal drivers. Identified 5 basic needs sets: **physiological, security, love or social, esteem and self-actualization. **
The two-factor theory proposed by Herzberg
Suggests that there were really two basic needs and that they were not so much hierarchically arranged as independent of each other. These two needs are hygiene needs (Maslow’s physical and security needs) and motivator needs (Maslow’s social, esteem and actualization).
***Hygiene needs:
- Elimates dissatisfaction
- Does not lead to motivation/satisfaction.
Motivator needs:
- Leads to motivation/satisfaction. *
Reinforcement theory
Propose that behaivor needs depends on three simple elements; stimulus, response and reward. Proposed that if a response in the presence of a particual stimulus is rewarded is likely to occur agian in the presence of that stimulus.
Continous reward
A reward that is persented every time a correct response occurs. - Contigent Reward.
Intermittent reward
That a reward is given for only some correct responses.
VIE theory
Assumed that indivudals rationally estimate the relative acttractiveness and unattractiveness of different rewards or outcomes, the probability that performance will lead to particualr outcomes or rewards (instrumnetality), and probablity that effort will lead to performance (expectancy).
Motivation = EIV
Valence
The value of outcome (reward).
Expectancy
An individuals belief that a particular behavior will lead to higher performance.
Instrumentality
Relation ship between performance and the attainment of a certain outcome (reward).
Equity theory
By John Stacey Adems (1963).
Suggest that individuals look at their world in terms of comparative inputs and outcomes. Individuals compare their inputs and outcomes with others by developing an input/outcome ratio.
Input is training, effort, skills and the abilities that employees bring or investin in their work.
Outcomes are the compensations, satisfactions, and other benefits.
Comparision other is a co-worker or idealized other person to which the indivudal compares himself.
Goal-setting Theory
The theory says that the general concept of a goal is adapted to work motivaiton. A goal is seen as an motivational force, and indivudals who set specific, difficult goals perfomr better than individuals who simply adopt a “do your best goal”or no goal at all.
Feedback loop
A connection between knowledge of results and the intermediate states that occur between goal commitment and performance.
If the goal is very hard to achieve than the performance is better than if the goal is easy to achieve.
Control theory
Is based on the principle of a feedback look that assumes that an indiviudal compares a standard to actual outcome and adjust behavior to bring the outcome into agreement with the standard.
Self-regulation process
Individuals take in information about behaviro and make adjustments or change based on that information, and affect subsequent behavior.
Self-efficacy
Is the belief in one’s capability to perform a specific task or reach a goal. IF you think you can do it, you will set a higher goal.
Common these in modern motivaiton theories are
- Intentions play a key role
- Feedback is essential
- Elements of “person-as-scientist”
- Self-evaluation
- Non-cognitive elements
Self-efficacy can be rasied with
- Mastery experiences (you know how to do it because you already dit it).
- Modeling (you see someone else who does it so you compare and think yes I can).
- Social persuasion (someone says that you can do it)
- Physciological state (make sure that the environment to work is good).
Action Theory
The action you planned and the execution. So you establish a goal and then you plan everything. There is a difference between setting the goal and implementing the goal. Action theory is about implementing.
Job enrichement
Examples Job Characteristics Model
A motivantional apporach that involves increasing the responsibility and interest level of jobs in order to increase the motivaiton and job satisfaciton of employees performing these jobs.
ProMES
Productivity, Measurement, and Enhancement System. This is a motivational approach that utilizes goal setting, rewards, and feedback in increase motivation and performance. Based on expectancy, feedback and goals setting theories.
Is a productivity measurement and enhancement system.
This is a quantitiave measures, which indicators are needed, of how well each objective is being met in the ProMES approach.
Research findings on ProMES
- System is accepted by those wo use it for feedback.
- System has high-quality feedback.
- Typically, strong improvements in team performance.
Behavioral management / contingent rewards
- Determining critical (desired) behaviors.
- Measuring these behaviors, determining standards
- Intervention to increase behavior, money, feedback, social recognition.
- Evaluating whether frequencies have increased.
- Strongerst effects on low-complexity tasks.
