Contemporary Theories Of Motivation Flashcards

1
Q

Which are the contemporary theories of motivation (7)

A

Self determination
Goal-setting
Self-efficacy
Reinforcement
Social learning
Expectancy
Equity (organizational justice)

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2
Q

Contemporary theory that proposes that people prefer to feel like they have control over their actions, so anything that makes a previously enjoyed task feels more like an obligation that a freely chosen activity will undermine motivation

A

Self determination theory

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3
Q

(Self determination theory)
Hypothesizes that extrinsic rewards will reduce intrinsic interest in task

A

Cognitive evaluation theory

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4
Q

(Self determination theory)
Considers how strongly people’s reasons for pursuing goals are consistent with their interests and core values

A

Self-concordance

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5
Q

The investment of an employee’s physical, cognitive, and emotional energies into job performance

A

Job engagement

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6
Q

Theory that says that specific and difficult goals with feedback lead to higher performance

A

Goal-setting theory

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7
Q

Theory developed by Edwin Locke in 1960s
He proposed that intentions to work toward a goal are a mayor source of work motivation

A

Goal-setting theory

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8
Q

Why are people motivated by difficult goals?

A

Challenging goals get our attention and help us focus
Difficult goals energize us because we must work harder to attain them

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9
Q

Theory also known as social cognitive theory or social learning theory
Refers to an individual’s belief that they can perform a task

A

Self-efficacy

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10
Q

Who developed the self-efficacy theory?

A

Albert Bandura

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11
Q

According to Albert Bandura (self-efficacy theory) which are the 4 ways self-efficacy can be increased

A

Enactive mastery
Vicarious modeling
Verbal persuasion
Arousal

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12
Q

This way to increase self-efficacy refers to gaining relevant experience with the task or job

A

Enactive mastery

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13
Q

This way to increase self-efficacy refers to becoming more confident because you see someone else doing the task

A

Vicarious modeling

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14
Q

This way to increase self-efficacy refers to becoming more confident because someone convinces you that you have the skills necessary to be successful

A

Verbal persuasion

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15
Q

This way to increase self-efficacy refers to increasing self-efficacy
It leads to an energized state

A

Arousal

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16
Q

This theory takes a behavioristic view, arguing that reinforcement conditions behavior

A

Reinforcement theory

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17
Q

This theory ignores the inner state of the individual and concentrates solely on what happens when he or she takes some action
It is not a theory of motivation

A

Reinforcement theory

18
Q

The most relevant component of reinforcement theory for management
Argues that people learn to behave to get something they want or to avoid something that don’t want

A

Operant conditioning theory

19
Q

This theory is ruled by 4 processes
(Attentional, retention, motor reproduction and reinforcement)

A

Social learning theory

20
Q

Process of social learning theory that states that people learn from a model only when they recognize and pay attention to its critical features

A

Attentional processes

21
Q

Process of social learning theory that states that a model’s influence depends on how well the individual remembers the model’s action after the model is no longer readily available

A

Retention processes

22
Q

Process of social learning theory that demonstrates that the individual can perform the modeled activities

A

Motor reproduction processes

23
Q

Process of social learning theory that states that individuals are motivated to exhibit the modeled behavior if positive incentives or rewards are provided

A

Reinforcement processes

24
Q

One of the most accepted explanations of motivation, by Victor Vroom

A

Expectancy theory

25
In this theory Victor Vroom argues that the strength of our tendency to act a certain way depends on the strength of our expectation of a given outcome and it’s attractiveness
Expectancy theory
26
3 relationships of the expectancy theory
Effort - performance Performance - reward Rewards - personal goals
27
(Relationship of the expectancy theory ) The probability perceived by the individual that exerting a given amount of effort will lead to performance
Effort - performance
28
(Relationship of the expectancy theory ) The degree to which the individual believes performing at a particular level will lead to the attainment of a desired outcome
Performance - reward
29
(Relationship of the expectancy theory ) The degree to which organizational rewards satisfy an individual’s personal goals or needs
Rewards - personal goals
30
Theory in which employees perceive what they get from a job situation in relation to what they put into it
Equity theory
31
Which are the referent comparisons in equity theory
Self-inside Self-outside Other-inside Other-outside
32
(Referent comparison on equity theory) An employee’s experiences in a different position inside the employee’s current organization
Self - inside
33
(Referent comparison on equity theory) An employee’s experiences in a situation or position outside the employee’s current organization
Self - outside
34
(Referent comparison on equity theory) Another individual or group of individuals inside the employee’s organization
Other - inside
35
(Referent comparison on equity theory) Another individual or group of individuals outside the employee’s organization
Other - outside
36
Employees who perceive inequity will make one of six choices
Change inputs Change outcomes Distort perceptions or self Distort perceptions of others Choose a different referent Leave the field
37
(Equity theory/ ) Employees perceive they organizations as just when they believe rewards and the way the are distributed are fair
Organizational justice
38
Types of justice in organizational justice
Distributive Procedural Interactional
39
(Organizational justice) Strongly related to organizational commitment and satisfaction with outcomes such as pay
Distributive justice
40
(Organizational justice) Relates to job satisfaction, employee trust, withdrawal from the organization, job performance, and citizenship behaviors
Procedural justice
41
(Organizational justice) Describes an individual’s perception of the degree to which he/she is treated with dignity, concern, and respect
Interactional justice