Lecture 5 Flashcards
Motivation
Processes that account for an individual’s intensity, direction, and persistence of effor toward attaining a goal - specially, an organiational goal.
Three elements of Motivation
-intensity
How hard a person tries
-Direction
Effort that is channeled toward, and consistent with, organizational goals
-Persistece
How long a person can maintain effort
Three Early Theories of motivation
1 Maslow’s Hierachy of Needs Theory
2 Herzberg’s Two-Factor Theory
3 McClelland’s Theory of Needs
Maslow’s Hierachy of needs
High order Internal
- Self Actualization
- Esteem
- Social
Lower order External
- Safety
- Physiological
Herzberg Two-Factor Theory
Keypoint: statisfaction and disstatisfaction are not opposites but separate constructs
With Hygiene factors like, Company policies, salary and work conditions. –> are extrinsic and related to dissatisfaction
Motivators like, growth, Resposibility and achievement. –> Intrinsic and related to statisfaction
McClelland’s Three Needs Theory
-Need for achievement
The drive to excel, to achieve in relation to a set of standards, to strive to succeed
-Need for Power
The need to make others behave in a way that they would not behaved otherwise
-Need for affiliation
The desire for friendlu and close interpersonal relationships
Four
Contemporary Theories of Motivation
1 Cognitive Evaluation Theory 2 Goal-Setting Theory 3 The self as Motivator - Self-efficacy Theory 4 Equity Theory
Cognitive Evaluation Theory
Providing an extrinsi reward for behaviour that has been previously only intrinsically rewardibg tend to decrease the overal level of motivation
Locke’s Goal-Setting Theory
Basic Premise:
-That specific and difficult goals, with self-generated feedbak, lead to higher performance
Difficult Goals
- Energize person to work harder
- Difficulty increase persistence
Relationship between goals and performance depends on
- Goal commitment (The more public the better)
- Task Characteristics (simple, well-learned)
- Culture (best match is North America, UK, Ireland)
Bandur’s Self-Efficacy Theory
An individual’s belief that he or she is capable of performing a task.
-Self-Efficacy complements Goal-setting theory
How to increade self-efficacy
-Enactive Matery
“Practice makes perfect”
-Vicarious modeling
Increase confidence by watching others perform the task. Most effective when observer identify himself with the model.
-Verbal persuasion
Motivations through verbal conviction –> Self fullfilling prophecies
-Arousel
Emotically aroused to complete task
Can hurt performance f emotion is not a component of the task
Adam’s Equity Theory
Employees compare their ratios of outcomes-to-inputs of relevant others
When ratios are equal; state of equity exists - there is no tension as the situation considered fair.
When unequal: tention exist due to unfairness
-Underrewarded states cause anger, and overrewarded guilt
Tentions motivates people to act to bring their situation into equity
Organizational justice
Distributive Justice
-Fairness of outcome
Procedural justice
-Fairness of outcome process
Interactioal justice
-Being treated with dignity and respect
Motivatiion by job design
The JCM
Job Characteristics Model
-Skill Variety Requirements for different task in the job -Task identitiy Completion of a whole piece of work -Task Significance The job's impact on others -Autonomy Level of discretion in decision making -Feedback Amount of direct and clear info on performance
The way elements in a job are organized (job design) impacts motivation, statisfaction and performance
How can jobs be redesigned?
-Job rotation Periodic shifting of a worker from one task to another -Job enlargement The horizontal expansion of jobs -Job Enrichment The vertical expansion of jobs
