Lecture 4 Motivation Flashcards
Meaningful work
Subjective experience of existential significance resulating from the fit between the individual and work
Job Demands Resource Theory
- Proposes although every organization is unique, all work environments can be characterized in terms of job demands and job resources
- Assumes employee health and well-being result from a balance between positive (resources) and negative (demands) job characteristics
- Assumes any demand and any resource may affect employee health and well-being
Public service motivation
general altruistic motivation to serve the interests of a community of people, a state, a nation or humanity
Work organisations 3.0
- places where humans can enriched their lives beyond financial gain
- Humans are not viewed as resources but departments like Human & Organization departments
- Goals of organization and quality of human lives are equally valuable
Job performance
- the capacity to perform
- the opportunity to perform
- the willingsness to perform
The capacity to perform
Possession of task-relevant skills, abilities, knowledge and experience
The opportunity to perform
due to poor equipment, outdated technology, poor decisions and outdated attitudes
the willingness to perform
the degree an individual desires and is willing to exert toward attaining job performance
3 components of motivaton
- direction: what an individual chooses
- intensity: the strength of the response
- persistence: staying power of behavior; how long a person will continue to devote effort
Needs
deficiencies that an individual experiences at a particular point in time
3 main areas that affect employee motivation
- organizational issues: compensation, benefits, career opportunities and company reputation
- job issues: work schedules, opportunities to learn new skills, challenging work
- leader issues: trustworthiness of supervisor, good motivators and coaches
Content approach to motivation
focuses on factors within the person that energize, direct, sustain and stop behavior. These factors can only be inferred
Process approach to motivation
describes, explains, and analyzes how behaviour is energized, directed, sustained and stopped
Maslow’s hierarchy of needs
five categories of human needs dictate individual’s behaviour
needs are arranged in a hierarchy
physiological > safety > social > esteem > self actualisation
Points in Maslow’s thinking
- a satisfied need ceases to motivate
- unsatisfied needs cause frustration, conflict and stress > undesirable performance outcomes
- assuming people have a need to grow and develop, strive up the hierarchy, may not be true
Herzberg Dual Factor Theory
Two factors who both need to be present:
1. Hygiene factors (dissatisfiers): exterinsic conditions
2. Motivators (satisfiers): intrinsic conditions that make job meaningful and satisfying
Hygiene factors HDFT
salary, job security, working conditions, quality of interpersonal relations
Motivators HDFT
achievement, recognition, responsibility, possibility to growth
HDFT: no job dissatisfaction, high job satisfaction
managers should continue to assign challenging tasks and transfer accountability
HDFT: no job dissatisfaction, no job satisfaction
managers should apply job enrichment: building challenge, responsibility, recognition and growth opportunities
Expectancy theory of Victor Vroom
employees adjust their behavior based on the expectation of result of that behavior will be
motivation = expectancy x intrumentality x valence
expectancy VVT
does hard work affect performance
instrumentality
are personal consequences linked to my performance
valence
do I value the consequences/rewards available to me, some value extrinsic outcomes, other intrinsic outcomes
