Chelsea-occuptational

Question 1

Motivation

Answer 1

Accounts for a persons intensity, direction and persistence of effort towards a goal-robbins. Work motivation is forces from within and beyond a person to initiate work behaviour. Motivation linked to job performance, satisfaction, lower burnout and turnover. Link stronger in blue than white collar jobs

Question 2

Maslows hierarchy of needs

Answer 2

Physiological, safety, love and belonging, esteem, self actualisation. Need lower needs for motivation but not much evidence as higher needs don’t lead to motivation at work

Question 3

McClellan and motivation

Answer 3

1961: motivation comes from trait like needs: need for achievement, affiliation and power. Comes from experience, can change over time. If know the needs of a job, can use this to motivate. W: less practical as needs are subconscious so hard to measure

Question 4

Applications mclelland

Answer 4

Need for achievement most studied: high need for achievement predicted a choice of an entrepreneurial career, prefer challenging tasks. Thematic apperception test is when ps tell a story from pictures which reveals aspirations so measures the 3 needs but need an expert and lacks accountability

Question 5

Self determination theory-SDT background

Answer 5

Types of motivation, 3 psych needs and looks at impact of environmental factors. Ext and int motivation don’t combine to increased motivation as extrinsic reduces int.

Question 6

SDT types of motivation

Answer 6

Is a continuum from amotive (none), external, introjected (external but W some self worth), identified (rewards where values linked to self), integrated (same goals and values as self) regulation to intrinsic (controlled -external to autonomous- internal W some ext when aligns w values)

Question 7

SDT- 3 psych needs

Answer 7

Autonomy (in control, wishes, choices, reasoning, perspective), competence (skills, ops, trying things, feedback), relatedness (relationships, same tasks, interest, empathy)

Question 8

SDT- social environment

Answer 8

Social support- support for autonomy promotes internalisation, used for predicting identification and integration. Extrinsic rewards- lower self determination, more controlled means less autonomy and intrinsic. Feedback increases self determination

Question 9

SDT evaluation

Answer 9

S: can be applied to a wide range of topics- has large scope, has high explanatory power
W: does not account for social and cultural factors that may impact motivation and many work tasks not intrinsically interesting so can’t enhance intrinsic

Question 10

Equity theory adams 1963

Answer 10

Work motivation comes from being treated fairly by employer, decided by looking at input (effort, loyalty) to output (money, sacrifice, recognition) ratio. Demotivated if input bigger than output or unequal to others. Compare old jobs and those in other jobs

Question 11

Organisational Justice

Answer 11

Related to equity. Includes distribution of rewards and how they are distributed, respect and honesty. 4 categories: distributive justice (feel fairly rewarded for work compared to others), procedural (perception of fairness in the whole company), interpersonal (ppl feel respected), informational (ways procedures are explained). Dist and proc are structural while interper and infor and interactional

Question 12

OJ and relationships

Answer 12

Perception of procedures as unjust but high distributive=good perception of system as bad but treated well. If high procedural justice=less concern about distributive. Ways to respond: exit, voice, loyalty, silence

Question 13

OJ and motivation

Answer 13

Zapata-phelan 2009: procedural justice increases intrinsic motivation & task performance. No link between interactional justice and intrinsic motivation. diff evidence as mediation effect of trust in their job and promotes justice perceptions. Inspirational leader means more purpose and job security had no effect on performance with those who perceived justice

Question 14

Expectancy theory

Answer 14

3 factors that determine work efforts: valence (extent a person values any outcome), instrumentality (prob performance will result in outcome) and expectancy (prob effort will result in required level) in equation: effort/force= v x I x e W: little evidence

Question 15

States associated with motivation

Answer 15

Sense of personal responsibility, meaningfulness and knowledge of results. Developed into 5 job factors: skill variety, task identity, task sig, autonomy, feedback

Question 16

Engagement

Answer 16

Defined by vigour, dedication and absorption . Resources and demands linked to higher engagements. Job crafting is making a job to get more resources for demands

Question 17

What is performance management

Answer 17

a continuous process of id, measuring and developing performance of ind and teams and aligning performance w goals of orgs- aguinis 2009 (setting goals, measuring performance and providing feedback

Question 18

Goal setting theory - Locke and Latham

Answer 18

Developed inductively over 25 years, love thoery (still being developed), most influential. Goal characteristics: specificity and difficulty (sweet spot), measurable (allows feedback and accomplishment), possible/importance (attainable and time bound)

Question 19

Goal setting theory moderating factors

Answer 19

goal commitment (want to do it and believe achievable), feedback, task complexity, self efficacy (belief in ability to meet goal), national culture (setting diff goals has diff effects depending on culture)

Question 20

Goal setting theory types of goals

Answer 20

Performance goals, performance goal orientated ppl PHO want to achieve a standard. Learning goals LGO motivated to learn and understand. Learning goals result in similar performance for both styles

Question 21

How goals affect performance

Answer 21

Direction of behaviour: goal directed behaviour towards relevant goals. Energising behaviour (goals make ppl put in more effort), persistence (harder goals need more effort), development (develop new strategies for goals)

Question 22

Goal setting key points

Answer 22

Goal setting results in higher performance
More difficult goals result in more effort but only if ppl have the skills,most effective when goals are specific and measurable
W: decreases self efficacy, unachievable ones, may not fit everyone, lose focus on other work,

Question 23

How to measure job performance

Answer 23

task performance and organisational citizenship behaviour OCB-

Question 24

Partsof OCB

Answer 24

personal support (helping others), organisational support (defending and loyalty), conscientiousness initiative (carrying on even if hard, initiative and taking advantage of ops)

Question 25

Counterproductive work behaviours

Answer 25

Intentional behaviours that are damaging to others and productivity (property damage, violence, lateness). Can be a reaction to unfairness beauregard 2014, perceptions of unfairness related to work withdrawal and predict intentions for antisocial behaviour colqiitt 2001. Can be caused by boredom

Question 26

Assessing job performance

Answer 26

Objective measures: sales figures, on job hours, production output, quality, absence, lateness
But someone has to decide what is acceptable which is subjective and measures dont explain diffs in performance or allow for things outside of employee control
Needs to focus on behaviour

Question 27

Competency approach

Answer 27

Most pop to measure performance. Combined knowledge and skills, measurable and distinguishes ppl. Integration of recruitment and selection processes

Question 28

The great 8 competencies

Answer 28

Leading and deciding, supporting and cooperating interacting and presenting, analysing and interpreting, creating and conceptualising, organising and executing, adapting and coping, enterprising and performing . Applied to all jobs, based on self rating and criterion approach

Question 29

Factors influencing performance

Answer 29

Ind factors: self efficacy, skills and motivation
Org factors: leadership style, org culture
Job related factors: role clarity and task complexity

Question 30

Self efficacy and job performance

Answer 30

Belief that a persons effort will lead to success, increases performance as more control yahil 2023. More likely to embrace challenges , less stress. Increase by goal setting, work flow, training ops, effective leadership

Question 31

Impacts of leadership

Answer 31

Effective leaders influence those around them in a positive way. Transformational: focus on long term goals and attention to needs, transactional: rewards and punishments, laissez fare! Allow ppl to have autonomy and make decisions. Transformation and L have + impacts, other -

Question 32

Job characteristics

Answer 32

Job autonomy: more flexibility as efficient and increased performance, moderates by intrinsic movitatiom as high respond well to autonomy. High complexity reduces performance, stress can be performance booster but reduces past limit. High clarity associated w better performance

Question 33

Effective feedback

Answer 33

On time, frequent, specific, evidence based, consistent, private, consequences, pattern id, advice

Question 34

How to improve rating scales

Answer 34

Train people how to use the, and avoid bias. Use forced distribution (have to rate top 10 highest as people tend to not say average), use many rates, have behavioural scales. Results based is too simplistic

Question 35

THERES ANOTHER DECK IN L AND D

Answer 35

Look at it