Motivating Employees Flashcards
Define: Motivation
Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.
Key elements of motivation
Energy: a measure of intensity or drive.
Direction: toward organizational goals
Persistence: exerting effort to achieve goals
Maslow’s Hierarchy of Needs Theory
Theory proposed that within everynperson is a hierarchy of five needs:
Physical Needs
-Food, drink, shelter, etc.
Safety Needs
-Security and protection
Social Needs
-Need for affection, belongingness, and acceptance
Esteem Needs
-Internal esteem factors
Self-actualization
-Need for growth, achieving ones potential, and self fulfillment
McGregor’s Theory X and Theory Y
Theory X
-Assumes that workers have little ambition, dislike work, avoid responsibility, and require close supervision.
Theory Y
-Assumes that workers can exercise self-direction, desire responsibility, and like to work.
Herzberg’s Two-Factor Theory
Job satisfaction and job dissatisfaction are created by different factors:
Hygiene factors: extrinsic (environmental) factors that create job dissatisfaction.
Motivators: intrinsic (psychological) factors that create job satisfaction.
Three-Needs Theory (McClelland)
There are three major acquired needs that are major motives in work:
Need for achievement (nAch)
The drive to excel and succeed
Need for power (nPow)
The need to influence the behavior of others
Need of affiliation (nAff)
The desire for interpersonal relationships
*Needs can be determined by TAT test
Goal Setting Theory
That setting goals that are accepted, specific, and challenging yet achievable will result in higher performance than having no or easy goals.
Reinforcement Theory
Assumes that a desired behavior is a function of its consequences, is externally caused, and if reinforced, is likely to be repeated.
Job Design
The way into which tasks can be combined to form complete jobs
Includes:
Job Enlargement
-Increasing the job scope
Job enrichment
-Increases responsibility and autonomy in a job
Job Characteristics Model (JCM)
A conceptual framework for designing motivating jobs that create meaningful work experiences that satisfy employees’ growth needs.
Skill variety: how many skills and talents are needed?
Task identity: does the job produce a complete work?
Task significance: how important is the job?
Autonomy: how much independence does the jobholder have?
Feedback: do workers know how well they are doing?
Suggestions for Using the JCM
Combine tasks
Create natural work units
Establish client relationships to provide feedback
Expand jobs vertically by giving employees more autonomy
Open feedback channels to let employees know how well they’re doing
Equity Theory
Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.
Disruptive Justice vs. Procedural Justice
Distributive justice
-The perceived fairness of the amount and allocation of rewards among individuals (i.e., who received what).
Procedural justice
-The perceived fairness of the process use to determine the distribution of rewards (i.e., how who received what).
Expectancy Theory
States that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.
Expectancy Relationships
Expectancy (Effort-Performance Linkage)
-The perceived probability that an individual’s effort will result in a certain level of performance
Instrumentality (Performance-Reward linkage)
-The perception that a particular level of performance will result in the attaining a desired outcome (reward)
Valence
-The attractiveness/importance of the performance reward (outcome) to the individual
