Lecture 3: motivation

Question 1

Vroom’s Expectancy theory

Answer 1

Individual effort–(expectancy)–>Individual performance– (Instrumentality)–> Organisational rewards –(valence)–> Personal goals

Question 2

Vroom’s Expectancy theory dimension of expectancy

Answer 2

• between ind effort and ind performance

- Expectancy-will my effort lead to good performance?

Question 3

Vroom’s Expectancy theory dimension of instrumentality

Answer 3

• between Individual performance and organisational rewards

- Instrumentality-will good performance help me get organizational rewards

Question 4

Vroom’s Expectancy theory dimension of valiance

Answer 4

• between organizational rewards and personal goals

- Valence- does the reward I might get help me achieve my personal goals?

Question 5

Bandura’s Self-efficacy theory

Answer 5

• main premise: Individuals who are more confident in their ability to do a task will exert more effort on the task
• Implication for Expectancy Theory:-We can increase motivation by increasing employee’s self-efficacy

Question 6

How to increase self- efficacy

Answer 6

• Enactive mastery (first-hand experience)
• Vicarious modeling (second-hand experience)
• Verbal persuasion (pep - talk)
• Arousal (getting “psyched up”)

Question 7

Locke and Latham’s goal-setting theory

Answer 7

• specific and difficult goals lead to higher performance

Question 8

Mechanism of goal setting theory

Answer 8

• Direction
• Effort
• Persistence
• Strategies

Question 9

Moderators of goal setting theory

Answer 9

Goal commitment
Feedback
Task complexity

Question 10

Goal setting principles: goals should be

Answer 10

Goal should be:
Specific 
Difficult but attainable 
Measurable 
Relevant
Time bonding

Question 11

Organizational rewards (theories that are connected to it)

Answer 11

Theory of needs
Self-determination theory
Adams’ Equity theory
Organizational justice theory

Question 12

McClelland’s theory of needs

Answer 12

All people have three implicit motivating drivers; depending on culture and life experiences one of them is dominant.
Need for achievement
Need for power
Need for affiliation

Question 13

McClelland’s theory of needs – the evidence

Answer 13

People high in need for achievement-Are strongly motivated when there is a high degree of responsibility and feedback and a moderate degree of risk-
Tend to be successful in entrepreneurial activities or in managing a self-contained unit-
- Are not necessarily good managers (concerned with own achievement)
Effective managers-Tend to be people high in need for power and low in need for affiliation

Question 14

Deci & Ryan’s self-determination theory

Answer 14

Intrinsic motivation (based on interest, enjoyment, values, and meaning) has stronger effects on work effort than extrinsic motivation
Extrinsic motivation (based on external controls) through external rewards) can decrease intrinsic motivation

Question 15

Intrinsic and extrinsic motivation on quality and quantity

Answer 15

Quantity, extrinsic motivation is a better predictor (.33) than intrinsic motivation (.24)
Quality, intrinsic motivation is a much better predictor (.35) than extrinsic motivation (.06)

Question 16

Effect of extrinsic rewards on intrinsic motivation

Answer 16

More controlling rewards (expected, tangible rewards that are contingent on behavior or performance) decrease intrinsic motivation
Less controlling rewards (e.g. verbal praise, but also base compensation) increase intrinsic motivation

Question 17

Hackman & Oldham’s job characteristics model

Where does intrinsic motivation come from?

Answer 17

The five job characteristics:
1. task identity 2.task significance 3. skill variety 4.autonomy 5. feedback
They have positive effects on intrinsic motivation, job satisfaction, organizational commitment-Some (not all) characteristics have positive effects on job performance, reduced absenteeism, reduced stress
Important moderator: Growth need strength

Question 18

Adams’ Equity theory

Answer 18

Main premise: People are motivated to attain fairness in terms of the exchange between inputs and outcomes

• if others have more you experience anger
• if others have less you experience guilt

Question 19

Equity theory evidence

Answer 19

Perceived equity associated with greater satisfaction and organizational commitmentBut:

• Little evidence for effects of overpayment
• No predictions about which strategy employees choose in response to inequity-Vague about which “other” people choose to compare themselves to-Does not take into account individual or cultural differences

Question 20

Equity theory extended: Organizational justice theory

Answer 20

Fairness of outcomes
Equity, 
Equality, Need
Procedural justice
Fairness of outcome allocation process
Interpersonal justice
Informational justice

Question 21

procedural justice has strong correlations with

Answer 21

• job performance
• job satisfaction
• organizational comitment

Question 22

distributive justice has strong correlations with

Answer 22

• outcome satisfaction

- less withdraw

Question 23

What are two takes (theories) on expectancy?

Answer 23

Self-efficacy theory and Goal-setting theory