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MGMT1003 > Motivation > Flashcards

Motivation Flashcards

1
Q

What is motivation?

A

The set of forces that initiates, directs and makes people persist in their efforts to accomplish a goal

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2
Q

Motivation =

A

Motivation = Initiation + Direction + Persistence

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3
Q

What is job performance?

A

How well someone performs the requirements of the job

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4
Q

Job performance =

A

Job performance = Motivation x Ability x Situational constraints

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5
Q

What is ability as it pertains to job performance?

A

The degree to which workers possess the knowledge, skills and talent needed to do a job well

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6
Q

What are situational constraints?

A

The factors beyond the control of individual employees, such as tools, policies and resources that have an effect on job performance

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7
Q

What are needs?

A

The physical or psychological requirements that must be met to ensure survival and wellbeing

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8
Q

What are the main principles of all needs theories?

A
  • People are motivated by unmet needs.

- Once a need is met, it no longer motivates

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9
Q

What are the needs theories?

A
  • Maslow’s Hierarchy of Needs
  • Alderfer’s ERG theory
  • McClelland’s Learned needs theory
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10
Q

What is the core principle of Maslow’s Hierarchy of Needs?

A

People are motivated by their lowest unsatisfied needs first

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11
Q

What are the needs in Maslow’s Hierarchy of Needs from lowest to highest?

A
  • Physiological
  • Safety
  • Belongingness
  • Esteem
  • Self-actualisation
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12
Q

What are the core principles of Alderfer’s ERG theory?

A
  • People can be motivated by more than one needs at a time
  • People are just as likely to move down the needs hierarchy as up, particularly when they are unable to achieve satisfaction at the next higher need level
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13
Q

What are the needs in Alderfer’s ERG theory from lowest to highest?

A
  • Existence
  • Relatedness
  • Growth
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14
Q

What are the core principles of McClelland’s Learned needs theory?

A
  • The degree to which particular needs motivate varies from person to person
  • Needs are learned, not innate
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15
Q

What are the needs in McClelland’s Learned needs theory from lowest to highest?

A
  • Affiliation
  • Achievement
  • Power
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16
Q

What is empirically true of all needs theories?

A
  • Higher order needs will not motivate people as long as lower order needs remain unsatisfied
  • Once lower order needs are satisfied, it’s difficult to predict which higher order needs will motivate behaviour
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17
Q

What are the lower order needs?

A
  • Safety
  • Physiological
  • Existence
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18
Q

What are the higher order needs?

A
  • Relationships
  • Accomplishments
  • Influence
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19
Q

What is true of both extrinsic & intrinsic rewards?

A

Both are important

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20
Q

What kinds of rewards are there?

A
  • Extrinsic Reward

* Intrinsic Reward

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21
Q

What are extrinsic rewards?

A

A reward that is tangible, visible to others and given to employees contingent on the performance of specific tasks or behaviours which external agents determine and control the distribution, frequency and amount of

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22
Q

What are extrinsic rewards used for and what are examples of them?

A
  • Used to motivate people to perform four basic behaviours: join the organisation, regularly attend their jobs, perform their jobs well and stay with organisation
  • Pay
  • Company stock
  • Benefits
  • Promotions
  • Performance bonuses
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23
Q

What are intrinsic rewards?

A

The natural rewards associated with performing a task or activity for its own sake

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24
Q

What are examples of intrinsic rewards?

A
  • Jobs found interesting or enjoyable
  • Sense of accomplishment or achievement
  • Feeling of responsibility
  • Chance to learn something new or interact with others
  • The fun that comes from performing work
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25
Q

What are the steps to motivate people with the basic model?

A
  • Ask what people’s needs are
  • Satisfy lower order needs first
  • Expect people’s needs to change
  • As needs change and lower order needs are satisfied, create opportunities for employees to satisfy higher order needs
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26
Q

In motivating, how can lower order needs be satisfied?

A
  • Provide the equipment, training and knowledge to create a safe workplace free of physical risks
  • Pay employees well enough to provide financial security and offer an attractive benefits package
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27
Q

What are the components of Equity Theory?

A
  • Inputs
  • Outcomes
  • Referents
  • Outcome/Income ratio
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28
Q

What are inputs in Equity Theory?

A

The contribution an employee makes to an organisation

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29
Q

What are outcomes in Equity Theory?

A

The reward an employee receives from their contributions to an organisation

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30
Q

What are referents in Equity Theory?

A
  • Someone with whom a person compares themselves to determine if they have been treated fairly
  • A single person
  • Generalised other
  • Oneself over time
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31
Q

What is the core mechanism of Equity Theory?

A
  • Outcome/Income ratio
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32
Q

What is the Outcome/Income ratio and how is it used?

A
  • An employees perception of how the rewards received from an organisation compare with the employee’s contributions to that organisation
  • (Self-Outcomes / self-inputs) / (referent-outcomes / referent-inputs)
  • When people perceive that their O/I ratio is different from their referents O/I ratio, they conclude that they have been treated inequitably or unfairly
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33
Q

In Equity theory, what are the types of inequality?

A
  • Under-reward

* Over-reward

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34
Q

What is under-reward and what does it result in?

A
  • Occurs when ones O/I ratio is worse than the referent’s

- Leads to anger & frustration

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35
Q

What is over-reward and what does it lead to?

A
  • Occurs when ones O/I ratio is better than the referent’s
  • Leads to guilt
  • People tend to have a very high tolerance for over-reward
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36
Q

In Equity Theory, what are the possible reactions to perceived inequality?

A
  • Perceived inequality affects satisfaction
  • Frustration & anger, or guilt
  • These reactions lead to tension and a strong need to take action to restore equity in some way
  • Reducing inputs
  • Increasing outcomes (asking for a raise/unions)
  • Rationalising inputs or outcomes
  • Changing the referent
  • Leaving
37
Q

What are the steps to motivating with equity theory?

A
  • Look for and correct major inequities
  • Reduce employees’ inputs
  • Make sure decision-making processes are fair
38
Q

What can complicate the correction of inequities by managers?

A

Different perceptions make it difficult for managers to create conditions that satisfy all employees

39
Q

How can reducing employee’s inputs help motivate with equity theory?

A
  • Identify and eliminate a percentage of employees jobs that doesn’t increase productivity or add value for customers
  • Eliminate company-imposed requirements that aren’t critical to performance
40
Q

What are the two justices concerning equity theory?

A
  • Distributive justice

* Procedural justice

41
Q

What is distributive justice?

A

The perceived degree to which outcomes and rewards are fairly distributed or allocated

42
Q

What is procedural justice?

A
  • The perceived fairness of the process used to make reward allocation decisions
  • Even when employees are unhappy with their outcomes, they’re much less likely to be unhappy with the company if they believe that the procedures used to allocate outcomes were fair
43
Q

What must be true for employees to seek constructive ways to restore equity?

A

They must perceive that there is procedural justice even in spite of a lack of distributive justice

44
Q

What is expectancy theory?

A

States that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded and that they will be offered attractive rewards

45
Q

In expectancy theory, Motivation =

A

Motivation = Valence x Expectancy x Instrumentality

46
Q

What are the core forces and what is the core tenant of expectancy theory?

A

Expectancy theory holds that people make conscious choices about their motivation. The three factors that affect those choices are valence, expectancy and instrumentality

47
Q

What is Valence?

A

In expectancy theory, the attractiveness or desirability of a reward or outcome

48
Q

What is expectancy?

A

In expectancy theory, the perceived relationship between effort and performance. When expectancies are weak, employees figure that no matter what they do or how hard they work, they won’t be able to perform their jobs successfully

49
Q

What is instrumentality?

A

In expectancy theory, the perceived relationship between performance and rewards. When instrumentality is weak, employees don’t believe that better performance will result in more or better rewards, so they chose not to work as hard

50
Q

What is the causality in expectancy theory?

A
  • Valence and instrumentality combine to affect employee’s willingness to put forth effort
  • Expectancy transforms intended effort
51
Q

How can motivation be achieved with expectancy theory?

A
  • Systematically gather information to find out what employees want from their jobs
  • Link rewards to individual performance in a way that is clear and understandable to employees
  • Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance
52
Q

What are the theories of motivation?

A
  • Equity Theory
  • Expectancy theory
  • Reinforcement theory
  • Goal setting theory
53
Q

Reinforcement theory states..

A

that behaviour is a function of its consequences, that behaviours followed by positive consequences will occur more frequently and that behaviours followed by negative consequences or not followed by positive consequences will occur less frequently

54
Q

What is reinforcement in reinforcement theory?

A

The process of changing behaviour by changing the consequences that follow behaviour

55
Q

What are reinforcement contingencies?

A
  • The cause and effect relationships between the performance of specific behaviour and specific consequences
  • Getting docked an hour’s pay for being late to work
56
Q

What are the reinforcement contingencies?

A
  • Positive reinforcement
  • Negative reinforcement
  • Punishment
  • Extinction
57
Q

What is positive reinforcement?

A

Reinforcements that strengthens behaviour by following behaviours with desirable consequences

58
Q

What is negative reinforcement?

A
  • Reinforcements that strengthens behaviour by withholding an unpleasant consequence when employees perform a specific behaviour
  • aka Avoidance learning because workers perform a behaviour to avoid a negative consequcens
59
Q

What is punishment reinforcement?

A

Reinforcement that weakens behaviour by behaviours with undesirable consequences
Though punishment can weaken behaviour, managers have to be careful to avoid the backlash that sometimes occurs when employees are punished at work

60
Q

What is extinction reinforcement?

A
  • Reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behaviour, thus weakening the behaviour
  • When companies perform poor, leaders are no longer rewarded
61
Q

What are the main aspects of reinforcement theory?

A
  • Reinforcement contingencies

* Schedules of reinforcement

62
Q

What are schedules of reinforcement?

A

The set of rules that specify which behaviours will be reinforced, which consequences will follow those behaviours and the schedule by which those consequences will be delivered

63
Q

What are the types of schedules of reinforcement?

A
  • Continuous Reinforcement schedules

* Intermittent Reinforcement schedules

64
Q

What are continuous reinforcement schedules?

A

A schedule that requires a consequences to be administered following every instance of a behaviour (Piece rate system of compensation)

65
Q

When are continuous reinforcement schedules most used?

A

Most used when employees are learning new behaviours because reinforcement after each success leads to faster leaning

66
Q

What are intermittent reinforcement schedules?

A

A schedule in which consequences are delivered after a specified or average time has elapsed or after a specific or average number of behaviours has occurred

67
Q

What are the types of intermittent reinforcement schedules?

A
  • Fixed Interval Reinforcement schedules
  • Variable Interval Reinforcement schedules
  • Fixed Ratio Reinforcement schedules
  • Variable Ratio Reinforcement schedules
68
Q

What is a fixed interval reinforcement schedule and an example?

A
  • An intermittent schedule in which consequences follow a behaviour only after a fixed time has elapsed
  • Most people receive their pay on a fixed interval schedule. As long as they work during a specified period they will get a pay
69
Q

What is a variable interval reinforcement schedule and an example?

A
  • An intermittent schedule in which the time between a behaviour and the following consequence varies around a specified average
  • On a 90-day variable interval reinforcement system, you might receive a bonus after 80 days or 100 days
70
Q

What is a fixed ratio reinforcement schedule and an example?

A
  • An intermittent schedule in which consequences are delivered following a specific number of behaviours
  • A salesperson might receive a bonus after every x sales
71
Q

What is a variable ratio reinforcement schedule and an example?

A
  • An intermittent schedule in which consequences are delivered following a different number of behaviours that very around a specified average number
  • On a 10 sales variable ratio reinforcement schedule, you might receive a bonus after 7,8,12 or 13 days
72
Q

What is the empiricism of the schedules of reinforcement?

A
  • Interval based systems tend to produce weak results
  • The effectiveness of all other systems differs very little
  • managers should use whichever fits their organisation - CONTINGENCY
73
Q

What is the primary method for creating reinforcement contingencies in organisations?

A

Extrinsic rewards and the schedules of reinforcement used to deliver them

74
Q

What do reinforcement contingencies affect?

A

valences, instrumentality and effort

75
Q

How can motivation be achieved with the reinforcement theory?

A

Luthans 5 steps for critical performance based behaviours

76
Q

What are Luthans 5 steps for motivating with reinforcement theory?

A
  • Identifying critical, observable performance based behaviours
  • Measure the baseline frequencies of these behaviours
  • Analyse the cause and consequences of these behaviours
  • Intervene by using positive and negative reinforcement to increase the frequency of theses critical behaviours
  • Evaluate the extent to which the intervention actually changed worker’s behaviour
77
Q

What are the further (beyond Luthans 5) steps for motivating with reinforcement theory?

A
  • Don’t reinforce the wrong behaviours
  • Correctly administer punishment at the appropriate time
  • Chose the simplest and most effective schedule of reinforcement
78
Q

Goal setting theory states…

A

…that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress towards goal achievement

79
Q

What are the components of goal setting theory?

A
  • Goal specificity
  • Goal difficulty
  • Goal acceptence
  • Performance feedback
80
Q

What is goal specificity?

A

In the goal setting theory of motivation, the extent to which goals are detailed, exact and unambiguous

81
Q

What is goal difficulty?

A

In the goal setting theory of motivation, the extent to which a goal is hard or challenging to accomplish

82
Q

What is goal acceptance?

A

In the goal setting theory of motivation, the extent to which people consciously understand and agree to goals

83
Q

What is performance feedback in goal setting theory?

A

Information about the quality or quantity of past performance and indicates whether progress is being made toward the accomplishment of a goal

84
Q

What is the reasoning behind goal setting theory?

A
  • Challening goals focus employees attention on the critical aspects of their jobs and away from unimportant areas
  • Goals energise behaviour
  • Goals create tensions between the goal and the current state of affairs. This tension can only be relieved once the goal is satisfied
  • Goals influence persistence
85
Q

What are the steps to motivating with goal setting theory?

A
  • Assign specific, challenging goals
  • Make sure workers accept organisational goals
  • Provide frequent, specific, performance related feedback
86
Q

In goal setting theory, how can manager make sure workers accept organisational goals?

A
  • Participative goal setting
  • Provide training
  • People must see the goals as fair and reasonable
87
Q

When are intermittent reinforcement schedules most used?

A

To maintain behaviour after it is learned because intermittent rewards are supposed to make behaviour much less subject to extinction

88
Q

How does feedback lead to stronger motivation and effort in goal setting theory?

A
  • Can encourage employees who don’t have specific challenging goals to set goals to improve their performance
  • Once goals are met, feedback often encourages them to set higher more difficult goals
  • Lets people know whether they need to increase their efforts or change strategies
89
Q

Equity theory States..

A

That people will be motivated when they perceive that they are being treated fairly

MGMT1003 (14 decks)

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