Motivation

Question 1

Mitchell 87

Answer 1

the processes that initiate and determine the direction, intensity and persistence of goal-directed action

Question 2

Deci and Ryan 85

Answer 2

Self Deterministic Theory
Individuals have three basic needs: to belong, to have control, to feel able to succeed
- mediated by cognitive processes (eg. perceived ability)
intrinsic motivation: from within
extrinsic: from external factors like money

Question 3

Deci 99

Answer 3

payment may undermine job satisfaction by making employees believe they are under control of the external reward

Question 4

Judge et al. 10

Answer 4

92 study meta-analysis
low correlation of money to job satisfaction (2%) higher end no more satisfied than lower end, no difference across UK, USA and India

Question 5

meta-analysis issues

Answer 5

wide range of data but search terms not always robust, differences in methodologies may hinder validity of results

Question 6

Cho and Parry 12

Answer 6

200,000 intrinsic factors 3x more motivating than extrinsic

Question 7

Cameron et al. 01

Answer 7

when Ps peformed a task for external reward they were not as motivated as if they were paid for performance - especially when the task was boring

Question 8

pay for performance

Answer 8

provides individual with a way to display their competence and feel they have autonomy of achievement

Question 9

Vroom 64

Answer 9

expectancy valence theory: humans are rational beings who aim to maximise outcomes and minimise costs – motivated to work when they expect to achieve and obtain what they want from their work

1) expectancy: subjective probability that their action will lead to certain consequences
2) valence: subjective evaluation of these consequences
3) instrumentality: beliefs they will be rewarded

Question 10

Vroom 66

Answer 10

at an employee fair, 76% of students chose organisation which was rated as highest in instrumentality

Question 11

implications of expectancy valency

Answer 11

• • make it clear effort will read to reward
    eg. payment for performance
    eg. choice of rewards

Question 12

equity theory

Answer 12

if individuals consider their input to output ratio to be inequitable in comparison to others they may feel frustrated their inputs do not match their outputs, and this may hinder work performance and lead to lower job satisfaction

Question 13

Furnham 08

Answer 13

equity theory a strong predictor of absenteesm and turnover behaviour BUT dont cause sigifncat differences in performance – maybe more risky to change productivity than be late a few times which can be atrributed to a mistake

Question 14

Markham et al. 02

Answer 14

verbal acknowledge good attendance records = increase in attendance

Question 15

internalisation

Answer 15

the more fully an extrinsic reward is internalised, the more autonomous the subsequent, intrinsically motivated behaviour will be

Question 16

Deci et al. 94

Answer 16

IDd three factors that gave rise to greater internalisation as assessed by time spent doing a task in a free choice period and by self-report measures

• meaningful rationale
• acknowledgement that subjects may not find the task interesting
• emphasis on having a choice

Question 17

Hackman and Oldman 76

Answer 17

Job Characteristics Model
potential intrinsic motivation of a task dependes on
- meaningfulness
responsibility of work outcomes
feedback

Question 18

JCM Five core task dimensions

Answer 18

skill variety, task signficance and task identity – meaningful ness experienced in a way that allows mutual compensation
autonomy and feedback – experience responsibility and knowledge of work skills

Question 19

Hackman and Oldman 76

Answer 19

skill variety, task identity and signficance – meaningfulness of task
no clear exidence for a connection ebtween autonomy and responsibility, or feedback and knowledge of resutls

Question 20

Judge et al. 02

Answer 20

40% job satisfaction may be determiend by personality factrs

C and E more likely to enjoy regardless of salary

Question 21

Spector 86

Answer 21

high internal control higher levels of satisfaction, commitment, motivation and performance, lower levels of tress and absenteesm
locus of contorl 5-25% of variance in work related behaviour

Question 22

Lam 08

Answer 22

control orientation predicts self-determinism, intrinsic motivation and thus job outcomes

Question 23

Interventions

Answer 23

Job enlargement: content of a task expanded to include more variety
Campion and McClellan 91: financial services company where un-enlarged roles involved different employees performaing separate paperwork tasks, enlarged combined into larger jobs by single individuals and increased skill variety = higher satisfaction, lower bordem
job enrichment - giving employees a high degree of control over work, increasing feelings of autonomy and intrinsic motivation