motivation Flashcards

1
Q

What are three key aspects of motivation?

A

it directs your attention
it energises you
it sustains behaviour

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2
Q

what is intrinsic motivation?

A

doing an activity for the satisfaction and fun of the act rather than external prods pressures and rewards, essentially self motivating from within

i want to

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3
Q

what is intrinsic motivation?

A

doing an activity for the satisfaction and fun of the act rather than external prods pressures and rewards, essentially self motivating from within

i want to

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4
Q

what is extrinsic motivation?

A

motivation gained from the expectation of reward or other things such as congratulations etc
it happens in the future after you do the task

i have to

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5
Q

what is maslows hierarchy of needs?

A

self actualisation
esteem needs
belongingness and love
safety
psychological

and it shows that for someone to be motivated they must achieve a certain level of the triangle before moving up eg if safety needed are met then belongingness and love needs must be met next

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6
Q

what are psychological needs?

A

need to survive eg food water warmth and rest managers can meet this through giving basic pay which enables employees to buy essentials

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7
Q

what are security needs?

A

the need to feel safe managers can meet this by offering better contracts that are longer and more secure or full time contracts to part time workers and health and safety

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8
Q

what are social (or belonging needs)?

A

the need to be part of a group or team which can be met through group events and social occasions within work

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9
Q

what are ego (or esteem) needs

A

the need to be acknowledged and respected which can happen when there’s praise given to employees or a mention etc

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10
Q

what are self actualisation needs?

A

the need to achieve something yourself which can be reached through managers delegating tasks to give an employee responsibility

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11
Q

what is some critical evaluation of maslows hierarchy of needs

A

gives a good overview of things that can motivate

the theory doesnt expand on people

going down the hierarchy of needs
unclear of time span

do all people have the same needs?

unclear how one need activates another

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12
Q

What is Mclellands, 1961 theory of motivational needs?

A

nAchievment: derive satisfaction from mastering tasks and achievement related situations, have high internal standards of excellence

nAffiliation: motivated by social contact and working with other people, want to be accepted by others and prefer collaboration over competition

nPower: strive for status and holding position of powers in groups or in society and derive pleasure from having impact on others

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13
Q

what did Spangler, 1992 say about nAchievment?

A

he said “nAchievemnt relates to career success”

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14
Q

What is goal setting theory (locke and latham 1990)?

A

goal is what a person trying to accomplish

goals must be specific and difficult for high performance

goals provide direction release energy enhance persistency and enable the search of alternative strategies for action

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15
Q

what are moderating factors of goal setting (locke and latham 2002)

A

things that can enhance and diminish the positive relationship between specific and difficult goals and task performance which are:

goal importance
self efficacy: how you think about the ability to master challenging tasks
feedback
task complexity

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16
Q

what is the evaluation of goal setting theory ?

A

it has strong empirical evidence (experimental)
offers clear approach to organisations

task performance only?
conflicting goals eg quality vs quantity
static view of motivation
where do goals come from?

17
Q

what is job design?

A

the process of assigning jobs tasks and what the job will entail in order to create good cohesion between job roles in order for the business to run smoothly

18
Q

what is job redesign?

A

techniques s desugned to increase one or more of te variety, autonomy and competence of a persons work tasks (arnold (2010, p704).

19
Q

what is scientific management (Taylorism)

A

it aims to achieve efficiency standardisation and discipline through scientific selection, job design and work measurement

20
Q

how can managers use taylorism?

A

they decide on an optimum degree of task fragmentation
tey decide on mot efficient way of performing work parts
train employees to carry out tasks in specific ways
they use close supervision
speed up and maximise economic activity through financial rewards

21
Q

whats the negatives of taylorism?

A

can lead to low job satisfaction, poor mental health, strikes, turnover and absenteeism because the work is tedious

22
Q

what is the job characteristics model (hackman and oldham, 1980)

A

this model believes that the nature of the task is what effects motivation and in turn performance of employees

skill variety
task identity
task significance
autonomy
job feedback

23
Q

what is skill variety?

A

how many different skills and talents the job requires and is it repetitive
more skill variety leads to job satisfaction and motivation

24
Q

what is task identity?

A

is the task clearly defined from start to finis? do they know what they are doing and when the task is done to a good standard?

25
Q

what is task signifiance?

A

how close is the task at hand to your job role, just task meaningfulness to the lives or work of others

26
Q

what is autonomy?

A

how much freedom they have in work, how much independence in decision making?

27
Q

what is job feedback?

A

the extent to which the job
itself (as opposed to other
people) provides
information on how well
one is performing

28
Q

What is Theory of Purposeful Work Behaviour (TPWB) (Barrick et al., 2013)

A

Individual differences in motivational strivings – communion, status,
autonomy, achievement (related to Big 5 personality) – are linked to
people’s preferences for goals and job characteristics

Strivings helped by specific job features, i.e., work characteristics, e.g.:
– Extraverted persons strive more for power and status; jobs with task
significance give them opportunity to exert influence
– Openness (Big 5) is related to striving for autonomy; jobs that provide
autonomy may give opportunity to show creativity
* Coproduce experienced meaningfulness and, in turn, increased
motivation and work outcomes

29
Q

what are the big 5 personality traits?

A

openness
concientiousness
extraversion
agreeableness
neuroticism

30
Q

how does justice link to motivation?

A

People have universal desire for fairness
(In-)Justice can motivate people to action

31
Q

what is equity theory (Adams, 1969)?

A

it says that people will be motivated at work when they perceive that they are being treated fairly

if there is no equity norm this leads to a social comparison which can cause a perceived imbalance, this can be bad as it can cause demotivation or worse performance and absenteeism etc

32
Q

what is equity norm?

A

people expect a fair return for their work

33
Q

what is social comparison?

A

comparing own with others input and rewards

34
Q

how do you reduce a perceived imbalance?

A

cognitive distortion: distort inputs/rewards in their mind

altering inputs/rewards eg absenteeism, lowered perofromance, theft

35
Q

what is Distributive justice?

A

are outcomes/rewards fair?
Guiding principles: equity, equality and needs

36
Q

what is a key feature of equity and justice theories?

A

people are motivated by fairness

37
Q

what is Procedural justice?

A

is the reward allocation process fair?
Guiding principles: absence of bias, accuracy of information used, representation, error-correction and ethical

38
Q

what is Interactional justice?

A

do people relate to us in a fair way?
Guiding principles: courtesy, respect and access to information

39
Q

name some evaluation points of equity and justice theories

A

equity theory doesnt explain peoples reaction when overcompensated

Organisational justice a greater motivational factor in individualist than collectivist cultures