Finals 9 Flashcards
internal force that drives a worker to action as well as the external factors that encourage that
action.
Motivation
Korman’s Consistency Theory
Self-esteem
How to improve self-esteem
extent to which a person views himself as valuable and worthy
Self-esteem
3 kinds of self esteem
Chronic self esteem
Situational Self esteem
Socially influenced self esteem
person’s overall feeling about himself
Chronic Self-esteem
a person’s feeling about himself in a particular situation
Situational Self-esteem
person feels about himself on the basis of the expectations
Socially Influenced Self-esteem
How to improve self-esteem
Self-esteem workshops
Experience with Success
Supervisor Behavior
- To increase self-esteem, employees can attend workshops in which
they are given insights into their strengths
Self-esteem workshops
- employee is given a task so easy that he will almost certainly
succeed
Experience with Success
- Train supervisors to communicate a feeling of confidence in an
employee
Supervisor Behavior
You engage in activity because you enjoy it and receive satisfaction
Intrinsic Motivation
yields scores on two dimensions of intrinsic motivation (enjoyment, challenge) and
two dimensions of extrinsic motivation (compensation, outward orientation).
Work Preference Inventory (WPI)
McClelland’s Needs Theory of Motivation
Need for Power
Need for Achievement
Need for Affiliation
○ motivated by a desire to influence others rather than simply to be successful.
Need for Power
○ motivated by jobs that are challenging and over which they have some control, whereas
employees who have minimal achievement needs are more satisfied when jobs involve little
challenge and have a high probability of success
Need for Achievement
○ motivated by jobs in which they can work with and help other people.
Need for Affiliation
You can go back to other needs. Example, you complete the project before eating
Clayton Aldefer’s ERG Theory
Frederick Herzberg’s
Two Factor Theory
Motivating factors
Hygiene Factors
Goals should be SMART
○ Specific
○ Measurable
○ Difficult but Attainable
○ Relevant
○ Time-bound
although performance would increase if the supervisor set the employee’s goal, it would
increase even more if the employee participated
Employee participation
To increase the effectiveness of goal setting, this should be provided to employees on
their progress in reaching their goals.
Feedback
Though this feedback often comes from others, the idea behind self-regulation theory is that
employees monitor their own progress toward attaining goals and then make the necessary
adjustments; that is, they self-regulate.
Self-Regulation Theory
can reinforce an employee with something that on the surface does not appear to be a
reinforcer
Premack Principle
Individual Incentives
Pay for Performance
Merit Pay
○ pay employees according to how much they individually produce
Pay for Performance
base their incentives on performance appraisal scores rather than on such objective
performance measures as sales and productivity.
Merit Pay
Group Incentives
Profit Sharing
Gainsharing
Stock Options
programs provide employees with a percentage of profits above a certain amount.
○ The profits to be shared can be paid directly to employees as a bonus (cash plans) or placed into the
employees’ retirement fund (deferred plans).
profit-sharing
ties groupwide financial incentives to improvements (gains) in organizational performance
gainsharing
○ employees are given the opportunity to purchase stock in the future, typically at the market price on
the day the options were granted.
Stock Options
Vroom’s Expectancy Theory
Expectance
Instrumentality
Valence
based on the premise that our levels of motivation and job satisfaction are related to how fairly
we believe we are treated in comparison with others.
John Stacey Adam’s Equity Theory
