Lecture 6: Motivation [not finished] Flashcards
Define: motivation
the process that controls both the direction and strength of choice made by a person among alternative courses of action.
What are the 6 critical concepts of motivation
- Direction: positive or negative behavior change
- Intensity: magnitude of behavior change
- Quality: the quality of effort you put in
- Persistence: whether the behavior change is maintained or fleeting
- Behavior – action from which we infer motivation
- Performance – standard by which we measure behaviorr
Give the equation for performance
Performance = (motivation x ability) - situational constraints
Situational constraints: time, money, environment
Ability: skills or innate trains
Why motivate
in the workplace?
- Increase performance/production
- Engage in safe behaviors
- Participate in wellness programs
- Adhere to policies around EDI (equity, diversity and inclusion)
- Increase collegiality
- Facilitate team dynamics
- Increase organizational commitment
Describe Theory X and Theory Y. Who created this?
McGregor created theory X and theory Y
Theory X
– People are lazy, dislike work, avoid work
– Must be coerced, watched and scolded
– No ambition, prefer to be led, want dictatorial leader
Theory Y
– People are industrious, creative, seek challenges
– Want participation
– Prefer leaders who allow them to work toward
personal goals
What are the 3 classifications of behavioral theories
- Person as machine
– People’s behaviors & actions are reflexive & involuntary, performed without conscious awareness
– Pushed by internal needs
– Pulled by environmental stimuli - Person as judge
– Individual seeks information about extent person & others perceived
as responsible for positive & negative events
– Hypothesizes about foundation
for events & actions of others - Person as intentional
– Develops goals & plans
Define: genetics/heredity theory
Genetics/Heredity Theory: we are motivated by our own genetics and personality traits. Things that we are born with and don’t change over time
How are the following personality traits related (positively or negatively) to performance motivation
– Neuroticism consistently negatively related to
performance motivation
– Conscientiousness positively related to
performance motivation
– Internal Locus of Control positively related to
performance motivation
Describe the Maslow Hierarchy of needs
Created by Maslow. First to last: physiological, safety, social, self-esteem, self-actualization
Needs need to be accomplished from first to last.
Define: self actualization
Self actualization:
- the ability to perceive people and events accurately;
- The ability to remove oneself from the normal turmoil of life
- Ability to derive personal satisfaction from personal development in doing something worthwhile.
- An interest in the goals toward which they are working
- high degree of creativity in work
What are the critiques of Maslow’s Hierarchy of Needs
- Not based on empirical research
- Studies have shown need not related to need deficiencies
- # of needs? are there more?
- Needs priority can change with time/ age?
- Needs can be concurrent
- Not useful for day-to-day behavior at work
Describe McClelland’s Learned Needs theory
- needs are acquired from the culture of society
- N Arch - need for achievement; individuals that want to attain goals (managers, supervisors, directors, executives)
- N Aff - need for affiliation; need to feel like belonging
- N Pow - need for power; need to have control and status
When a need is strong it motivates to use behavior leading toward satisfaction
What test tests for one’s needs at a given time?
Thematic apperception tests (TAT)
Define: reinforcement theory/behaviourism. Who came up with this and when?
Reinforcement theory/behaviourism: our behavior is changed by providing rewards
Skinners 1970
What are the 3 key variables in reinforcement theory or behaviourism?
- Stimulus: elicits a behavioural response
- Response: measure a job behaviour
- Reward: something of value
Define: contingent reward
reward employees for performance and achievements
Define: intermittent reward
reward employees only for some correct responses
Define: continuous reward
present reward every time the behavior is what you want
Reinforcement theory can be applied to pay. Describe the 4 types of response-reward contingencies applied to pay
- Fixed interval: hourly pay
- Fixed ratio: piece work
- Variable interval: profit sharing (time) - you don’t know exactly when you’ll get paid
- Variable ratio: payment schedule not consistent; door to door sales.
What do studies show is the best reinforcement schedule (pay) as it relates to performance
fixed ratio and variable ratio payment methods result in better performance
Fixed ratio: piece work
Variable ratio: payment schedule not consistent; door to door sales.
Define: Equity Theory; who created it
Equity theory: behavior change is driven by our comparison to what we bring to the table in the workplace compared to what we get in relation to other people
What are the 4 components of equity theory
- Person
- Other
- Inputs – assets you brought to job (skill, experience)
- Outcomes– assets derived from jobs (pay, desk orientation)
Describe behavioural and cognitive modes of inequity reduction
Behavioral modes of inequity reduction
- Change inputs
- Change outcomes
- Get other to change inputs or outcomes
- Quit job
Cognitive modes of inequity reduction
- Distort own inputs and outputs
- Distort others inputs and outputs
- Change comparison to other
Under the equity theory, how does underpayment and overpayment affect hourly and piece work employees differently?
Hourly work
- Underpayment – decrease effort
- Overpayment – increase quality or quantity
Piece work
- Underpayment more quantity but lower quality
- Overpayment – increase quality
Note: Larger threshold for overpayment; people aren’t going to change their behaviour much in the overpayment scenario as the underpayment scenario
