exam 3 work motivation Flashcards
motivation
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 duration
DIRECTION, INTENSITY, PERSISTENCE
DIRECTION (motivation)
the goals a person chooses to work toward
INTENSITY (motivation)
the # of things produced or accomplished
- frequency of behaving in certain ways, sorta like maximum level of performance
PERSISTENCE (motivation)
the time someone is willing to spend on a task
extrinsic motivation
originate from outside the individual
- EX. pay as incentive, getting an office with a window, better parking spot
intrinsic motivation
originate from inside the indiv such that they engage in behavior that is personally rewarding
- EX. enjoyment of the work itself, really want to help a certain population or hold a certain position
need-based motivation
emphasis on need fulfillment
people are motivated to behave in ways that they believe will fulfill their needs
what are needs?
- physiological (hunger, thirst, etc) or psychological (social belonging, etc)—could be measured at same or different levels of importance
- fixed or varying in need strength
- hierarchically arranged or non-hierarchically arranged
maslow’s need hierarchy theory
people are motivated in ways that fulfill their needs; derived from people’s needs
- lower level needs must be fulfilled before higher-level needs
(lowest) physiological → safety → love/belonging → esteem → self-actualization (highest)
two-factor theory
- hygiene factors = do not motivate when present but may reduce motivation if not met
EX. work policies and rules, relationships at work, working conditions, salary - motivator factors = do motivate if they are present
EX. achievement, recognition, interesting work, responsibility
ERG theory (simplified maslow)
E = existence
- physiological, safety (bottom)
R = relatedness
- social, internal esteem (middle)
G = growth
- external esteem, self-actualization (top)
doing ERG theory
- the notion of hierarchy and general prepotency is absent
- need to recognize employees’ multiple simultaneous needs
- shall acknowledge individual differences in the hierarchy and prepotency of different needs
- the frustration → regression hypothesis
if one category cannot be met, they may regress back to the level before that
self-determination theory
humans 3 basic needs—competence, autonomy, relatedness
- COMPETENCE = need to be effective in dealing with environment
- AUTONOMY = need to control the course of their lives
- RELATEDNESS = need to have a close, affectionate relationships with others
job-based theories
emphasis on job content; care about a job that is designed in a motivating way (like changing the environment or tasks of the job)
- developed by Hackman and Oldham as a way of understanding the motivating potential of the job itself in relation to the individual
5 core job characteristics
- SKILL VARIETY = the variety in job tasks in terms of skills an abilities required
- TASK IDENTITY = the association between a task and the job’s ultimate outcome
- TASK SIGNIFICANCE = the impact of a job’ on others’ lives
- AUTONOMY = the freedom to dictate and control one’s job
- FEEDBACK - the receipt of direct information regarding how effective one’s job performance is
job design model
- JOB ROTATION = policy of employees performing one of several assigned job tasks, with responsibility for performing a certain set of job tasks rotating on a set schedule, such as monthly
- JOB ENLARGEMENT = expanding an employee’s duties and responsibilities to beyond those that he or she was previously performing
- JOB ENRICHMENT = increasing the motivational potential of a job such as by increasing the level of authority and control the person has over the job
job characteristics feed into psychological states
skill variety, task identity, and task significance → meaningfulness
- autonomy → responsibility
- feedback → knowledge
psychological states feed into job outcomes
- job satisfaction
- higher performance
- lower turnover
cognitive process theories
emphasis on thought processes; focus on beliefs and cognition
key to understanding motivation is knowing that thought processes underlying motivation
- how employees form judgements, chose where to direct their efforts, and anticipate rewards
equity theory (adam’s)
focuses on how people determine the fairness of social exchanges
- INPUTS = contributions that a person makes to the employment relationship
- OUTPUTS = consequences as a result of doing work
equity theory applied
employees cognitively compare ratio of inputs to outcomes to the perceived ratio of some comparative standard (like coworkers)
- an individual compares their own ratio of outputs to inputs to a referent other comparison person’s ratio—if percieved inequity exists, the individual will be inclined to resolve it (often times this is a coworker who started at the same time or has a similar background to seem the most ‘same’ and comparable)
state of equity/inequity and motivation
equity theory
STATE OF EQUITY = motivated
STATE OF INEQUITY = demotivated
organizational justice
originated from equity theory; also focuses on the fairness of process and interpersonal treatment (in addition to the fairness of outcomes)
- distributive
- procedural
- interpersonal
distributive justice
perceived fairness of the actual outcome of a decision or action
procedural justice
perceived fairness of policies and guidelines used to make decisions
interpersonal justice
perceived fairness of how people are treated within the organization
valence-instumentality-expectancy model
EXPECTANCY (E) = expectation that effort → performance
- EX. if i try hard this month, I can sell X number of units
INSTRUMENTALITY (I) = belief that performance → outcome
- EX. if i sell X number of units, I will get this month’s sales prize
VALENCE (V) = degree to which outcome or reward is valued
- EX. this month’s sales prize is a trip to italy and i have always wanted to go there
motivational force
V x I x E
- therefore, if any fall to zero, then motivational force also falls to zero (multiplication)
- high amounts of each can raise the total, but some motivation is still available when some elements are a little lower
goal theory
behavior is motivated and regulated by goals and aspirations
goals have motivational value because they…
- direct our attention and efforts in a particular direction
- have an energizing function
- help us maintain task persistence
- facilitate the development of task strategies
SMART goals
specific = set specific goals
measureable = devise a way to measure goal
action-oriented
realistic
timely
behavior-approach theory
emphasis on principles of learning
- based on human underlying assumptions; behavior is largely a function of its consequences (like Pavlov’s classical conditioning–when there is a certain sound or food that becomes associated with a given other thing)
- employees are motivated to behave in ways that result in positive outcomes and avoid behaving in ways that produce negative outcomes (like operant conditioning)
4 techniques of ‘reinforcement’
(1) positive reinforcement
(2) negative reinforcement
(3) punishment
(4) extinction
positive reinforcement + EX
when a positive behavior is demonstrated, it is followed by positive consequences
EX. manager praises an employee for a job well done
negative reinforcement + EX
when a positive behavior is demonstrated, it is followed by the elimination of negative consequences
EX. manager stops nagging an employee once their report is submitted
EX. when you get a good performance review and you get moved from the really hot office space to a more comfortable one
punishment + EX
when a negative behavior is demonstrated, it is followed by negative consequences
EX. manager gives employee fewer hours due to poor performance
extinction + EX
when a negative behavior is demonstrated, it is followed by the elimination of positive consequences
EX. manager ignores an employee’s inappropriate joke
reinforcement schedules
how often/when reinforcement is given
continuous reinforcement
reinforcement follows every instance of a behavior
EX. every time you do X, you get Y
fixed ratio reinforcement
reinforcement follows after a set number of behaviors are observed
EX. every time you are late 3 times, you get Y
fixed interval reinforcement
reinforcement follows after a set period of time
EX. every 1 week of X, you get Y
variable ratio reinforcement
(MOST POWERFUL) reinforcement follows a random pattern, unknown to the person
EX. completely random pattern, so every time you do X, you may get Y, keeping you motivated
- must start with continuous and then use this variable to maintain over time
punishment reinforcement
any consequence that has an effect of reducing the probability of a behavior
- less frequently used by orgs and can reduce positive behaviors
implementing reinforcement
the key to using behaviorally-based motivational practices in the workplace effectively is to make sure there is a clear and apparent tie between the desired behaviors and behavioral regulators (ex. punishments and reinforcements)
reinforcement pros
+ easy for people to understand
+ can be very powerful at motivating
reinforcement cons
- some techniques are not powerful over time because people get used to things
- most effective for simple behaviors but not for complex behaviors like creativity and innovation
compensation (applying motivation theory)
benefits that an employee receives in exchange for the service they provide to their employer
EX. cash comp, retirement plans, employer paid health insurance, life insurance, paid leave for vaca and sick, disability insurance
- incentives
- pay-for-performance
- piecework plans
- merit pay
incentives
rewards above an beyond regular salary
EX. taylor-use financial incentives to fight with “systematic soldiering”
pay-for-performance plan
- indiv employee incentive and recognition programs
- team/group-based variable pay programs
- organization-wide incentive programs
piecework plans
payment for each unit produced
merit pay
permanent cumulative salary increase based on indiv or indiv & org performance
