EXAM 3: Chapter 12 - Motivation Flashcards
Motivation Definition:
Set of energetic forces that originate both within, as well as beyond an individual, to initiate work-related behavior, and to determine its form, direction, intensity and persistence.
Five Critical Concepts
Behavior: how we infer motivation; since we can’t see it, infer it from what we do see
Performance:evaluation of behavior, judged against some standard; is this behavior good enough?
Ability: one of three determinants of behavior, fairly stable, what can do
Situational Constraints:second determinant of behavior, environmental factors that affect our behavior, beyond the control of individual, what allowed to do
Motivation: third determinant of behavior, what you will do, you control
Equity Theory
Four major components Person - individual perceives self Other - comparison person Inputs - what person brings to situation Outputs - what person gets from situation
Person forms an input:output ratio for self and for comparison other, then COMPARES
Expectancy Theory
Vroom’s theory
Most popular and prominent
Believes person is a cognitive, rational decision-maker
Knows what he/she wants from work and understands how performance will get it
Job Outcomes: pay, promotions, getting fired, being transferred, feelings of recognition
Valence: attractiveness of outcomes rated usually from -10 to +10 as many valences as there are outcomes
Instrumentality:probability that performance will bring outcomes rated from 0 to +1 as many instrumentalities as there are outcomes
Expectancy: feeling that effort will lead to performance; how hard try and how well do usually rated from 0 to +1 only one value
Motivational Support Force = E ( sum of V * I) option with highest force will be chosen greater the force, greater the motivation
Goal Setting
Basis of motivation
Direct behavior
Awareness of goal
Acceptance of goal
SMART goals – what is this?
Evidence: Strong support
Setting specific and challenging goals leads to higher performance
Problems
Why are we motivated to do a goal? Still not clear why goals affect performance.
Research more supportive in lab than in field
Mainly simple jobs studied
Self-Regulation Theory
Extension of Goal-Setting and Expectancy Self-monitoring or self-evaluation during goal attainment Feedback – seeking and responding Success likelihood estimations Effect self-efficacy
Work Design Theory
Employees desire jobs that are Meaningful Allow autonomy Provide them with feedback Jobs will have motivating potential if they have Skill variety Task identification Task significance
Work Engagement
What is Work Engagement? Concept of motivation where it is believe individuals are immersed in intellectually and emotionally fulfilling work Psychic energy Draws on concept of “flow” Vigor, Dedication, Absorption
MOtivation Theories summaries
No one theory seems completely correct
May describe separate components of the entire process
May define the boundary conditions
No theory seems wrong, but not one enough support to be called THE THEORY
