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Leading and Managing People > Lecture 4 & 5 > Flashcards

Lecture 4 & 5 Flashcards

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1
Q

What is motivation?

A

Mental processes emerging from factors within and ouside of individuals

Directs, intensifies and sustaisn behaviour towards achieving.

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2
Q

What relevant outcomes does motivation predict?

A
  • Task performance
  • citizenship behaviour
    • commitment to orga°
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3
Q

What are the 4 components of motivation?

A
  1. Direction
  2. Intensity
  3. Persistence

=> Goal

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4
Q

What are the 2 motivation types?

A

Intrinsic

  • (Do it because like it)

Extrinsic / Instrumental

  • (Do it because get something out of it)
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5
Q

What are the differences between drives and motives?

A

Needs VS goals

Innate VS learned

Physiological VS social basis

Activated by deprivation VS environment

Aimed at satiation VS stimulation

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6
Q

What are some early theories on motivation (that had negative / limited view) ?

A
  • Taylor’s Scientific Management
  • McGregor’s Theory X and Theory Y
  • Herzberg’s Two-Factor Theory
  • McClelland’s Theory of Needs
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7
Q

Taylor’s Scientific Management

A

Motivation only comes from incentives for subcomponents of work.

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8
Q

Definition of incentives

A

a thing that motivates or encourages someone to do something.

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9
Q

McGregor’s Theory X and Theory Y

A

Managers see employee as either disliking work (X) or self-motivated (Y)

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10
Q

Herzberg’s Two-Factor Theory

A

Satisfaction and dissatisfaction are 2 dimensions that need to be managed separately

  • motivators
  • hygiene factors
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11
Q

McClelland’s Theory of Needs

A

Motivation comes from 3 basic needs

  1. Achievement
  2. Power
  3. Affiliation
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12
Q

Maslow’s hierarchy of needs (5 levels)

A
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13
Q

Contemporary theories of motivation

A

Having a degree of control motivates

Achieving something in return for effort motivates

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14
Q

Explain Having a degree of control motivates

A

Self-determination theory: Autonomy

Self-efficacy theory: Ability

Goal-setting theory: Clear goals

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15
Q

Explain Achieving something in return for effort motivates

A

Equity theory: I will receive sth in return

Expectancy theory: It will pay off

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16
Q

Is Skinner’s Reinforcement theory, a theory of motivation?

A

Not really, but of learning

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17
Q

Self-determination theory

A

People are more motivated when perceive/feel autonomy & freedom

  • rewards → suggests → external reasons (not free will) => diminish motivation
    • intrinsic motivation VS + extrinsic motivation
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18
Q

Explain autonomy by flexitime

A

Compressed time (condense days/weeks)

Part-time

Shared time

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19
Q

Explain the flexitime concept

A

Employees work during common core time period

But discretion in forming total workday from flexible set of hours outside the core

→ provides autonomy + work-life balance

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20
Q

What are the advantages of telecommuting?

A

Larger labour pool

Higher productivity

Less turnover

Improved morale

Reduced office-space costs

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21
Q

What are the disadvantages of telecommuting?

A

Less supervision

Difficult to coordinate teamwork

difficult to evaluate non-quantitative performance

May not be noticed for efforts

Social isolation, poor mental health

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22
Q

Self-efficacy theory

A

People are motivated when they feel able

+ self-efficacy => + persistence

  • Train employees
  • learning through doing & observation
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23
Q

Locke’s Goal-Setting Theory

A
  • Direction: tell employee what needs to be done
  • Intensity: How much effort needed
  • Persistence: whether achieved or not
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24
Q

Vroom’s expectancy theory

A

People are motivated if they expect:

  1. Expectancy: effort → good appraisal
  2. Instrumentality: good appraisal → rewards
  3. Valence: rewards → satisfy personal goals
25
Q

Social exchange theory

A

Signalling the norm of reciprocity

  • Organizational values + intentions signalled through social exchanges
  • Perceptions positive? employee reciprocate → signals commitment

Linked to equity and expectancy theory

26
Q

What are the different types of rewards? 2:2

A
  • Pay employees
    • Variable pay
    • Not merit-based
  • Recognize employees
    • Employee Recognition Program
    • Benefits to offer
27
Q

What are the 2 types of equity?

A

Internal VS external equity

=> how worth for company and match price market/industry

28
Q

Ekman’s basic emotions

A
  • 6-7 types (+ contempt)
  • Innate & universal
29
Q

Why are emotions important for work?

A
30
Q

What are the 10 ways of understanding emotions in regards to OB?

A
31
Q

Explain the relation between emotions, mood and affect

A
32
Q

Classic theories of emotions

A

James-Lange theory

Schachter-Singer Two-Factor theory

Cannon-bard Theory

33
Q

James-Lange theory

A

Stimulus → bodily response interpreted as emotion

34
Q

Schachter-Singer Two-Factor theory

A

Stimulus → bodily response + cognitive evaluation ⇒ (together) emotion

35
Q

Cannon-bard Theory

A

Stimulus → bodily-response + emotion (Best evidence base)

36
Q

Give 9 sources of emotions

A
37
Q

Impression management

A

Goffman: people engage in “impression management” → front stage and backstage (emotional labour)

Ekman: Such emotions sometimes slip

38
Q

What does Barbara Fredrickson say about positive emotions?

A
39
Q

What do positive emotions indicate?

A

They signal & produce flourishing

40
Q

The Broaden Hypothesis

A

Positive emotions broaden cognition

  • scope attention + range of thoughts + range action impulses
    • adaptive responding

Negative emotions

  • Promote specific action tendencies
41
Q

Explain the Moral Emotions (CAD) model

A
42
Q

The Build Hypothesis

A

Continued positive emotions enable people to build a toolbox

43
Q

“Undoing” hypothesis

A

“Positive emotions undo cardiovascular after-effects of negative emotions”

44
Q

“Bounce-back hypothesis”

A

Resilience provide buffer after crises, through positive emotions

→ More resources & - depressive symptoms

45
Q

What did Forgas (2013) show about negative emotions?

A
  • Improve memory
  • Reduce judgmental biases + stereotyping
  • Increase scepticism + reduce gullibility
  • Increase motivation + perseverance
  • Increase concern for others / concern
  • Increase interpersonal persuasiveness
46
Q

What are the consequences of chronic stress?

A

Physiological symptoms: body / health

Psychological symptoms: mood / dissatisfaction / burnout

Behavioural symptoms: eating habits / smoking / productivity

47
Q

How does stress impact negatively of safety?

A

Direct impact on unsafe acts → shortcuts / human error

Indirect on well-being → absenteeism / reduced capacity to work

48
Q

What is the basic concept of stress

A
49
Q

Lazarus’ transaction model

A

Stress is when a person thinks a situation exceeds their resources and endangers their wellbeing.

Stress is a possible state after appraisal.

Persons appraise the environment.

Related to the role of appraisal and coping

50
Q

Explain primary and secondary appraisal

A
  • Primary:
    • Irrelevant
    • Threatening
    • Positive (challenge)
      • “What does this situation mean?”
  • Secondary
    • change problem + emotional response
      • “What can I do about it?”
51
Q

What are the critiques on Lazarus’ model?

A

Physiological responses require appraisal

unclear how environment elicit stress

previous exp change apparaisal process (challenge VS treat)

52
Q

Define appraisal

A

an act of assessing something or someone.

53
Q

What does Hargrove et al (2015) say about Lazarus’ model / Appraisal ?

A

Stress experiences can be negative and positive

Negative: Threat-appraisal

Positive: Challenge-appraisal

54
Q

What are the 3 HR interventions to create positive stress?

A

Primary: Related to challenging employees

Secondary: Aid in copying with challenges

Tertiary: Maximizes effects of eustress

55
Q

Learned helplessneww

A

Type of emotion-focused coping in which emotions interfere with adaptive responding produced by inescapable stress.

56
Q

Mastery orientation

A

Tendency to attribute demands based on self-efficacy

57
Q

Evolution of stress models

A
58
Q

Job Demands-Resources Model (Bakker & Demerouti)

A
  • Work environments can be characterized by:
    • job demands
    • resources
  • 2 processes occurring at same time:
    • health impairment process
    • motivational process
  • Job demands * resources = stress / employee well-being
59
Q

Explain the reducing of stress through job crafting

A

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