Chapter 9 Flashcards
Definition: “fundamental topic in social sciences (253).”
Human motivation
“basic topic in organizational behavior (253).”
Motivation to work
“interrelated (organizational tasks, organizational structures and processes, leadership processes, organizational culture) (253).”
Organization and organizational behavior
“affected by public sector environment (253-254).”
Motivation in public organizations
“knowledge of motivation [linking organizational behavior] with political science, public administration, public policy processes (254).”
Public managers
“human beings in organization and skills and knowledge are organization’s most important assets (254).”
Human capital management
What can influence motivation and work attitudes in government (255).”
Political and institutional context of government
“person’s desire to work hard and well (arousal, direction, persistence of effort in work settings) (257).”
Work motivation
motivating effects of the worker “mediated within the worker (psychological rewards) (259).”
Intrinsic work motives (rewards)
“externally mediated (salary, promotion) (259).”
Extrinsic rewards
what it means to work and well, what determines [personal] desire, how [to] measure behavior (257).”
work motivation criticism (still debated)
“difference between motivation to join organization, stay in it [vs.] motivation to work hard and well (260).”
Classic distinction (theory of management)
incentives, guiding values, induce cooperation and effort (260).”
Organizational leadership
Other factors that affect performance
Ability, training, preparation, perceptions about ability to perform
How do you explain the motivation of members of your organization and use this knowledge to enhance their motivation (261)?”
How and why does it happen
How and why does a person become highly motivated
Theories of work motivation
“explanation of phenomenon we want to understand (social, administrative sciences) (261).”
“Proposes concepts that refer to object, events that need to be [defined] and [included] as contributions to [an] explanation (261).”
“States propositions of how concepts relate together, bring about the phenomenon (261).”
Theory
“analyzing needs, motives, rewards that affect motivation (261-262).”
Content theories
“concentrate on psychological, behavioral processes behind motivation (262).”
Process theories
“[self-actualized persons] achieve [it] through hard work, dedication to duty or mission (self-satisfaction) (264).”
Often depicted as a pyramid consisting of five levels. The first lower level is associated with the most basic needs: physiological needs.
Abraham Maslow (1954) – Needs Hierarchy
Theory X: workers lack self-motivation, self-direction; Theory Y: workers need growth, development, work, self-actualization (265).
Douglas McGregor (1960) – Theory X and Theory Y
“role of higher-order needs and intrinsic incentives in motivating workers (265).”
Frederick Herzberg (1968) – Two-Factor Theory
In two-factor theory “extrinsic incentives (organizational, group, supervisory conditions; externally mediated rewards (salaries) (265).”
Hygiene factors
In two-factor theory “intrinsic incentives (interest, enjoyment in work (growth, achievement, fulfillment of higher-order needs)) (266).”
Motivators
most prominent theories in management and organizational behavior; achievement (n Ach) refers to motivation (‘dynamic restlessness’ (cunning, abilities, efforts));
includes 3 types of motivational needs: Achievement motivation (n Ach) Authority/power motivation (n Pow) Affiliation motivation (n Affil)
David McClelland – Needs-Based Model
“equity in contributions rewards influence[s] work behaviors; distributive justice (rewards, resources); procedural justice (processes) (268).”
A theory that includes two types of justice in organizations:
○ Distributive justice (fairness and equity in the distribution of rewards and resources)
○ Procedural justice (fairness with which people feel employees are treated with organizational processes such as decision-making)
J. Stacy Adams (1965) – Equity Theory
“how goals, values, needs, rewards determine motivation (270).”
Process theories
“(classic utilitarian idea) people will do what [results] in good [rather than] bad (271).”
Expectancy I – “likelihood effort [leads] to particular performance level (272).
Expectancy II – “particular performance level leads to given level of reward (272).”
Victor Vroom (1964) – Expectancy Theory
“relationships between observable behaviors and contingencies of reinforcement (B. F. Skinner) (273
Operant conditioning and behavior modification
“stimulus-response psychology (273).”
Operant conditioning
“behavior, probability behavior will recur (273).”
an event that follows a behavior and changes the probability that the behavior will recur.
Reinforcement
“behaviorist school of psychology (273).”
Operant theory
“[using] operant conditioning to modify behavior (OB Mod) (276).”
Behavior modification
theory reflects limitations and value of operant conditioning theory and OB Mod (277).”
“‘social cognitive theory’ blends operant conditioning theory with cognitive processes (goals, self-efficacy, personal effectiveness) (277).”
“People form beliefs about what they can accomplish, set goals, anticipate results, devise course of action [to] achieve goals (278).”
Self-efficacy – “personal judgment of how capable one is, executing course of action to deal with problem, achieve a goal (cognition, affect, behavior) (278).”
Albert Bandura (1977, 89, 91,97) Social cognitive theory and self-efficacy
“specific goals lead to higher performance (easy, vague, no goals (‘Do your best’) (279).”
Goal-setting theory
Edwin Locke and Colleagues
“innate, essential, universal psychological needs energize people and determine their behavior (competence, relatedness, autonomy) (281).”
People seek to satisfy three universal needs:
(1) autonomy, denotes the need to feel in control of one’s goals and to be able to self-direct and self-regulate behavior that leads to goal achievement.
(2) competence, refers to the need to acquire abilities and gain mastery over actions that produce desired outcomes.
(3) relatedness involves the need to develop stable and fulfilling attachments to others.
Self-determination theory
“fit between people and organizations’ values [promote] satisfaction and commitment (where people work, how long) (286).”
Person-organizational fit
