Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

io psych > exam 3 work motivation > Flashcards

exam 3 work motivation Flashcards

1
Q

motivation

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

DIRECTION (motivation)

A

the goals a person chooses to work toward

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

INTENSITY (motivation)

A

the # of things produced or accomplished
- frequency of behaving in certain ways, sorta like maximum level of performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

PERSISTENCE (motivation)

A

the time someone is willing to spend on a task

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

extrinsic motivation

A

originate from outside the individual

  • EX. pay as incentive, getting an office with a window, better parking spot
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

intrinsic motivation

A

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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

need-based motivation

A

emphasis on need fulfillment

people are motivated to behave in ways that they believe will fulfill their needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

what are needs?

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

maslow’s need hierarchy theory

A

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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

two-factor theory

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

ERG theory (simplified maslow)

A

E = existence
- physiological, safety (bottom)

R = relatedness
- social, internal esteem (middle)

G = growth
- external esteem, self-actualization (top)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

doing ERG theory

A
  • 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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

self-determination theory

A

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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

job-based theories

A

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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

5 core job characteristics

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

job design model

A
  • 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

job characteristics feed into psychological states

A

skill variety, task identity, and task significance → meaningfulness
- autonomy → responsibility
- feedback → knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

psychological states feed into job outcomes

A
  • job satisfaction
  • higher performance
  • lower turnover
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

cognitive process theories

A

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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

equity theory (adam’s)

A

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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

equity theory applied

A

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)
22
Q

state of equity/inequity and motivation

equity theory

A

STATE OF EQUITY = motivated

STATE OF INEQUITY = demotivated

23
Q

organizational justice

A

originated from equity theory; also focuses on the fairness of process and interpersonal treatment (in addition to the fairness of outcomes)

  • distributive
  • procedural
  • interpersonal
24
Q

distributive justice

A

perceived fairness of the actual outcome of a decision or action

25
Q

procedural justice

A

perceived fairness of policies and guidelines used to make decisions

26
Q

interpersonal justice

A

perceived fairness of how people are treated within the organization

27
Q

valence-instumentality-expectancy model

A

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

28
Q

motivational force

A

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
29
Q

goal theory

A

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

30
Q

SMART goals

A

specific = set specific goals
measureable = devise a way to measure goal
action-oriented
realistic
timely

31
Q

behavior-approach theory

A

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)
32
Q

4 techniques of ‘reinforcement’

A

(1) positive reinforcement
(2) negative reinforcement
(3) punishment
(4) extinction

33
Q

positive reinforcement + EX

A

when a positive behavior is demonstrated, it is followed by positive consequences

EX. manager praises an employee for a job well done

34
Q

negative reinforcement + EX

A

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

35
Q

punishment + EX

A

when a negative behavior is demonstrated, it is followed by negative consequences

EX. manager gives employee fewer hours due to poor performance

36
Q

extinction + EX

A

when a negative behavior is demonstrated, it is followed by the elimination of positive consequences

EX. manager ignores an employee’s inappropriate joke

37
Q

reinforcement schedules

A

how often/when reinforcement is given

38
Q

continuous reinforcement

A

reinforcement follows every instance of a behavior

EX. every time you do X, you get Y

39
Q

fixed ratio reinforcement

A

reinforcement follows after a set number of behaviors are observed

EX. every time you are late 3 times, you get Y

40
Q

fixed interval reinforcement

A

reinforcement follows after a set period of time

EX. every 1 week of X, you get Y

41
Q

variable ratio reinforcement

A

(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

42
Q

punishment reinforcement

A

any consequence that has an effect of reducing the probability of a behavior

  • less frequently used by orgs and can reduce positive behaviors
43
Q

implementing reinforcement

A

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)

44
Q

reinforcement pros

A

+ easy for people to understand

+ can be very powerful at motivating

45
Q

reinforcement cons

A
  • 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
46
Q

compensation (applying motivation theory)

A

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
47
Q

incentives

A

rewards above an beyond regular salary

EX. taylor-use financial incentives to fight with “systematic soldiering”

48
Q

pay-for-performance plan

A
  • indiv employee incentive and recognition programs
  • team/group-based variable pay programs
  • organization-wide incentive programs
49
Q

piecework plans

A

payment for each unit produced

50
Q

merit pay

A

permanent cumulative salary increase based on indiv or indiv & org performance

io psych (6 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions