Lecture 3: motivation Flashcards
Vroom’s Expectancy theory
Individual effort–(expectancy)–>Individual performance– (Instrumentality)–> Organisational rewards –(valence)–> Personal goals
Vroom’s Expectancy theory dimension of expectancy
- between ind effort and ind performance
- Expectancy-will my effort lead to good performance?
Vroom’s Expectancy theory dimension of instrumentality
- between Individual performance and organisational rewards
- Instrumentality-will good performance help me get organizational rewards
Vroom’s Expectancy theory dimension of valiance
- between organizational rewards and personal goals
- Valence- does the reward I might get help me achieve my personal goals?
Bandura’s Self-efficacy theory
- 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
How to increase self- efficacy
- Enactive mastery (first-hand experience)
- Vicarious modeling (second-hand experience)
- Verbal persuasion (pep - talk)
- Arousal (getting “psyched up”)
Locke and Latham’s goal-setting theory
- specific and difficult goals lead to higher performance
Mechanism of goal setting theory
- Direction
- Effort
- Persistence
- Strategies
Moderators of goal setting theory
Goal commitment
Feedback
Task complexity
Goal setting principles: goals should be
Goal should be: Specific Difficult but attainable Measurable Relevant Time bonding
Organizational rewards (theories that are connected to it)
Theory of needs
Self-determination theory
Adams’ Equity theory
Organizational justice theory
McClelland’s theory of needs
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
McClelland’s theory of needs – the evidence
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
Deci & Ryan’s self-determination theory
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
Intrinsic and extrinsic motivation on quality and quantity
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)
Effect of extrinsic rewards on intrinsic motivation
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
Hackman & Oldham’s job characteristics model
Where does intrinsic motivation come from?
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
Adams’ Equity theory
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
Equity theory evidence
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
Equity theory extended: Organizational justice theory
Fairness of outcomes Equity, Equality, Need Procedural justice Fairness of outcome allocation process Interpersonal justice Informational justice
procedural justice has strong correlations with
- job performance
- job satisfaction
- organizational comitment
distributive justice has strong correlations with
- outcome satisfaction
- less withdraw
What are two takes (theories) on expectancy?
Self-efficacy theory and Goal-setting theory
