Lecture 4

Question 1

3 faces of motivation

Answer 1

1. DIrection
2. Intensity
3. Persistence

Question 2

Smart Goal Setting (SMART)

Answer 2

• Specific
• Measurable
• Achievable
• Relevant
• Time Based

Question 3

Regulatory FOcus Theory (RFT)

Answer 3

• Promotion-focused: individuals have a need for achievement, focus on advancement, and set learning goals
  
  • Prevention-focused: individuals are vigilant and careful, emphasizes fears, focus on avoiding threats, and set prevention goals.

Question 4

Job Characteristics Theory

Answer 4

Five core dimensions of the job characteristics theory:

- Skill variety
- Task identity (motivation will be higher if you are responsible for the whole product instead of one step of the process)
- Task significance
- Autonomy (do you get to choose how and when you to your work=
- Feedback (positive and negative feedback on what to do better)

Question 5

Job Crafting

Answer 5

The extent to which individuals can demonstrate initiative in designing their own work.

Question 6

Expecatncy Theory

Answer 6

1. Employees decide to put effort when they believe that their efforts will lead to good performance (Expectancy).
   
   2. The performance will be evaluated accurately and lead to rewards (pay, bonuses) (instrumentality).
   3. The employees value the rewards offered by the organization (Value).

Question 7

The Pygmalion effect

Answer 7

• Perceptions sometimes result in a self-fulfilling prophecy in which high expectations of performance by leaders actually create conditions in which followers success.
• Pygmalion effect boosts performance by leaders raising their expectations of followers.

Question 8

The Galatea effect

Answer 8

Individually Set High Expectations
- When an individual sets high expectations for themselves and then performs to these expectations -> self-fulfilling prophecy but for yourself

Question 9

The Golem Effect

Answer 9

Lower expectations lead to lower performance

- Bosses can kill followers motivation by having low expectations

Question 10

Equity Theory

Answer 10

A given person compares their inputs and outcomes to a person that they choose to compare themselves to
People become demotivated, seek change in outcomes or change jobse when there is a perceived imbalance between inputs and outputs

Question 11

Organizational justice

Answer 11

The members’ sense of how fairly everyone is treated

Question 12

4 types of justice

Answer 12

Distributive justice: Do you get a fair outcome? Purely outcomes
Procedural justice: How are the allocation procedures are they fare? Is the process that led to the outcome fair?
Interpersonal justice: Do you know the procedures? Do you know what is expected of you?
Informational justice: Are you treated with respect? DO people treat you nicely?

Question 13

Positive Reinforcement

Answer 13

A pleasant event is added

Question 14

Punishment by application

Answer 14

An unpleasant event is added

Question 15

Punishment by Removal (Extinction)

Answer 15

A pleasant event is removed

Question 16

Negative reinforcement

Answer 16

An unpleasant event is removed

Question 17

SOcial learning theory

Answer 17

People can learn from watching other people succeed of fail (observational learning/modeling).

- Attention
- Retention
- Reproduction
- Motivation

Question 18

Intrinsic vs extrinsic rewards

Answer 18

Intrinsic motivation
- Gain satisfaction from the task itself
Extrinsic motivation
- Performance -> outcome expectancies
- Satisfaction comes from the extrinsic reward (money)

Question 19

Self-determination Theory

Answer 19

Intrinsic motivation is a function of a person’s needs for autonomy and competence and relatedness
- There are several steps between pure intrinsic motivation and extrinsic motivation

Question 20

Performance Management

Answer 20

An opportunity to regularly discuss an employee’s performance and results.

Problems with performance reviews

• Perceptions of bias in the process
• Fear of punishment
• Time consumed by the process
• Employees don’t like negative feedback
• Employees may tune out the boss once the rating is known

The solution:
- Reward for the results AND the behaviors