Motivation Flashcards
Definition of motivation
psychological processes that underline the direction, intensity, and persistance of behavior
Intrinsic vs. extrinsic motivation
intrinsic: internal/job
extrinsic: rewards/recognition/promotion
P=A x M x O
Equation for performance
Performance = Ability x Motivation x Opportunity
Need-based theories of motivation (e.g., Maslow, Alderfer, McClelland)
physiological or psychological deficiencies that arouse/drive behavior
* write examples of each
Job design-related motivation (e.g., job enlargement, job enrichment, etc.)
- job enlargement: employee’s responsibilities are expanded by adding more tasks at the same level of complexity
- job enrichment: enhances job satisfaction and engagement by increasing the responsibility, autonomy, and variety of work tasks, ultimately leading to a more fulfilling and productive work experience
- job rotation: moving employees between different tasks to promote experience and variety
- job crafting: redesigning one’s job to better align with personal strengths, interests, and values
- job simplification: complex jobs are broken down into smaller, simpler tasks
Job characteristics model (skill variety, etc.)
core job characteristics –> critical psychological states –> outcomes
* write examples
Job satisfaction
affective or emotional response to one’s job, moderately correlated with most work outcomes/measures, satisfied employees may not be high performing
Employee engagement
assumes satisfaction plus a level of excitement about the work, energy, enthusiasm, and passion for what one does, more strongly correlates with positive outcomes than satisfaction
Equity theory—the model, basic components (e.g., inputs, outcomes), outcomes
has roots in cognitive theory, cognitive dissonance creates psychological discomfort, discomfort causes dissonance reduction activities
- outcomes: what one gets from the job (tangible/intangible)
- inputs: what one puts into the job (tangible/intangible)
- outcomes/inputs ratio: equitable or inequitable (can create dissonance/motivate behavior)
Ways to reduce inequity
ask for a raise, reduce inputs, get others inputs raised (tangible), somehow get others outcomes lowered, realize the intangibles that might alter (greater experience or education)
Expectancy theory and the components (e.g., expectancies, instrumentalities)
(by Victor Voom)
effort –> performance (expectancy instrumentality) –> outcomes/rewards (x value of outcome/reward)
all equals motivation
* draw model
Goal setting
goals are difficult and ambitious but achievable, they provide circumstance and positive feedback,, use what goal setting type seems appropriate (participative, assigned, self-set), follow up on goals, actions, and outcomes regularly (quarterly), treat employees equitably depending on goal attainment
SMART goal acronym
specific, measurable, achievable, relevant
