Motivation Flashcards
1
Q
Motivation
A
- A force that serves three functions: It energizes, or causes people to act; it directs behavior toward the attainment of specific goals; and it sustains the effort expended in reaching those goals.
2
Q
Basic Need Theories
Need Hierarchy Theory
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- A motivation theory, proposed by Maslow, that arranges needs in a hierarchy from lower to higher-order needs.
- Maslow’s hierarchy provides a structured framework for understanding human needs and motivation
- By recognizing different levels of needs, organizations can tailor their motivational strategies to better meet employees’ individual needs.
- Critics argue that Maslow’s hierarchy oversimplifies the complexity of human motivation and may not accurately reflect individual experiences.
- The theory does not provide clear guidance on how to prioritize or address conflicting needs within individuals.
3
Q
Basic Need Theories
ERG Theory
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- Alderfer’s motivation model that categorizes needs into existence, relatedness, and growth needs.
- It emphasizes that individuals may pursue multiple needs simultaneously, providing a more realistic depiction of human motivation.
- By recognizing the importance of social interactions and personal growth, the theory offers insights into fostering a supportive work environment.
- The theory lacks practical applications or strategies for effectively enhancing work motivation, limiting its utility for organizational leaders.
- Empirical evidence has not consistently supported the predictions made which casts doubt on their validity and reliability in explaining human behavior.
4
Q
Behavior-Based Theories
Reinforcement Theory
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- Posits that behavior is motivated by its consequences, with behaviors being reinforced by positive or negative outcomes.
- Positive reinforcement is viewed as a more effective motivational technique than punishment, as it strengthens desired behaviors rather than merely suppressing undesired ones. Additionally, reinforcement schedules can be tailored to individual or organizational needs.
- Reinforcement theory predominantly emphasizes external, extrinsic rewards to motivate behavior, overlooking the importance of internal, intrinsic motivation.
- The use of punishment as a motivational technique in the workplace can lead to negative consequences, such as reduced morale, hostility, and retaliation from employees. Punishment may also only temporarily suppress behavior without addressing underlying motivational factors.
5
Q
Behavior-Based Theories
Goal Setting Theory
A
- The motivational theory that emphasizes the setting of specific and challenging performance goals.
- Involving employees in the goal-setting process fosters greater commitment and ownership of the goals, leading to higher levels of motivation and performance compared to goals set solely by supervisors.
- Challenging goals, when accepted by employees, lead to increased motivation and effort to achieve them. The sense of accomplishment associated with meeting challenging goals further reinforces motivation.
- Setting overly ambitious or unattainable goals can lead to frustration, demotivation, and decreased performance. Goals should be challenging yet achievable to maintain motivation.
- Providing effective feedback on goal attainment can be challenging and may require sophisticated performance measurement systems, training, and managerial oversight.
6
Q
Job Design Theories
Herzberg’s Two Factor Theory
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- Proposes that two factors— motivators and hygienes—are important in determining worker
satisfaction and motivation. - Herzberg’s theory provides a clear framework for understanding the factors that contribute to job satisfaction and dissatisfaction, helping managers identify areas for improvement in the work environment.
- Some research has failed to replicate the presence of distinct hygiene and motivator factors, casting doubt on the validity of Herzberg’s theory.
- Herzberg’s theory has been criticized for its perceived bias towards white-collar workers, with limited applicability to blue-collar workers. This raises questions about its generalizability across diverse job settings.
7
Q
Job Design Theories
Job Characteristics Model
A
- Emphasizes the role that certain aspects of jobs play in influencing work motivation.
- Based on research, it’s unclear whether motivating job characteristics lead to job satisfaction and motivation, or if motivated workers perceive their jobs as having these characteristics.
- The model is seen as outdated due to it being developed in the 1980’s so the theory has issues with validity.
8
Q
Comparing & Contrasting Theories
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- Work motivation is a significant topic, as reflected in numerous theories developed to understand and predict workers’ motivation levels.
- Early need theories by Maslow and Alderfer describe motivation as rooted in different levels of needs, while reinforcement theory emphasizes the role of the environment in motivating behavior.
- More complex versions, like McClelland’s, incorporate needs for achievement, power, and affiliation, considering how they interact with job characteristics and the work environment.
- Need theories and behavior-based theories intersect with cognitive models of motivation, as workers evaluate their needs and accomplishments rationally and set performance goals.
- The multitude of theories reflects the complexity and multifaceted nature of human motivation, which involves internal and external factors, rational decision-making, and emotional elements.
9
Q
Relationship Between Motivation & Performance
Systems & Technology Variables
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- Inadequate systems, tools, and equipment can hinder productivity.
- Poor technology affects productivity regardless of worker motivation.
10
Q
Relationship Between Motivation & Performance
Individual Variables
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- Personal factors like skills, abilities, education, and job compatibility impact productivity.
- New employees may be highly motivated but lack efficiency due to inexperience.
11
Q
Relationship Between Motivation & Performance
Group Variables
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- Group productivity relies on coordination among members.
- Poor teamwork from a few members can reduce overall productivity.
12
Q
Relationship Between Motivation & Performance
Organizational Variables
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- Productivity requires coordination among different work units.
- Organizational politics and conflict can hinder productivity despite high motivation.
