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Management Practice And Skills > Motivation > Flashcards

Motivation Flashcards

1
Q

Key question:

A

How do organizations (i.e., managers) motivates individual workers?

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2
Q

What theories are tackled?

A
  • Classic theories
  • Content theories
  • Process theories
  • Job design theory
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3
Q

What do the focus theories focus on ?

A

The theories focus on WHAT motivates people (i.e. Money, belongings, etc)

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4
Q

What do the process theories focus on ?

A

On HOW people are motivated over time (i.e., beliefs, perceptions)

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5
Q

What are the classic theories ?

A
  • Scientific management (Taylorism)
  • Human relations
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6
Q

When did the Scientific management appear?

A

It came into vogue around 1910 and was pioneered by Frederick Winslow Taylor in the 1880s.

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7
Q

The Scientific management focuses on…

A

The work itself (what needed to be done). Use an analytical approach to understand the best way to do work.

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8
Q

The purpose of the scientific management is to…

A

Increase profits (piece-rate pay).

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9
Q

What are the “time and motion” studies associated with the scientific management ?

A

Method for establishing employee productivity standards in which

(1) a complex task is broken into small, simple steps
(2) the sequence of movements taken by the employee in performing those steps is carefully observed to detect and eliminate redundant or wasteful motion, and
(3) precise time taken for each correct movement is measured. From these measurements production and delivery times and prices can be computed and incentive schemes can be devised. Generally appropriate only for repetitive tasks.

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10
Q

What are the positive points about the scientific management ?

A
  • Makes it easier to train workers
  • Centralizes control (enable an organization to make better decisions about how to improve operations so that a company can achieve its strategic goals)
  • Gives more jobs to less educated people - Increases pay
  • Easier to tolerate turnover
  • Jobs are safer and healthier (takes into account physiological limits)
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11
Q

What are the negative points about the scientific management ?

A
  • Doesn’t acknowledge workers’ knowledge
  • Piece-rate system leads to self-interested behavior
  • Workers can get bored, feel pressure, be de-motivated
  • Little room for innovation
  • Sets up class system (managers vs. laborers)
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12
Q

What are the scientific management assumptions ?

A
  • Employees are ignorant of how to maximize production
  • People work primarily to make money
  • People can’t be (or don’t care to be) creative on the job
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13
Q

What is the role of management in the Scientific Management ?

A
  • Paternalistic
  • Plan detailed and efficient work procedures to benefit everyone
  • Enforce adherence to procedures
  • Think for the workers
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14
Q

The Hawthorne studies and Human relation is a ….

A

Behavioural management approach. Behavioural approaches maintain that people are social and self-actualising.

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15
Q

When did the Human Relations began ?

A

In 1927 with Hawthorne studies : Elton Mayo began to research the effect of worker fatigue on productivity

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16
Q

What is the motto of the Human Relations ?

A

“Happy people are productive people” The Human Relations ensure that people feel good, feel involved, and feel important at work.

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17
Q

What does the Human Relation assume ?

A
  • People want to feel useful, important, and liked
  • If they feel better, they’ll be more productive
  • These needs are as important as money
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18
Q

Positive aspects of the Human Relations :

A
  • Treating people nicely is appealing (for managers)
  • Sometimes you get higher productivity
  • Can reduce turnover and absenteeism
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19
Q

Negative aspects of the Human Relations :

A
  • Meeting high expectations over time is difficult
  • Hard to do “extras” when times are bad
  • Only weakly linked to productivity
  • Hard to maintain over time
  • Doesn’t change job design, power structure, or rewards
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20
Q

What is the role of management in the Human Relations ?

A
  • Make each person feel useful and important
  • Keep employees informe
  • Listen
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21
Q

What are the Content Theories of motivation ?

A
  • Maslow’s hierarchy of needs
  • Herzberg’s two-factor theory
  • McClelland’s needs theory
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22
Q

What does the Maslow’s hierarchy of need consist on ?

A

Maslow (1943) stated that people are motivated to achieve certain needs, and that some needs take precedence over others. Our most basic need is for physical survival, and this will be the first thing that motivates our behaviour. Once that level is fulfilled the next level up is what motivates us, and so on.

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23
Q

What are the stages of the Maslow’s pyramid ?

A
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24
Q

What are the two independant scales of Herzberg’s Two-Factor Theory ?

A

Satisfaction
These are the motivators

Dissatisfaction
Hygiene or maintenance factors

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25
Q

Herzberg’s findings revealed that:

A

Certain characteristics of a job are consistently related to job satisfaction, while different factors are associated with job dissatisfaction.

The opposite of satisfaction is then non-satisfaction (not dissatisfaction) and the opposite of dissatisfaction is non-dissatisfaction (not satisfaction)

26
Q

What are the factors for satisfaction ?

A

Motivators

  • Achievement
  • Recognition
  • The work itself
  • Responsibility
  • Advancement
  • Growth

They are linked with the self-actualization and esteem in Maslow’s pyramid

27
Q

What are the factors for dissatisfaction ?

A

Hygiene Factors

  • Company policies
  • Supervision
  • Relationship with supervisor and peers
  • Work conditions
  • Salary
  • Status
  • Security

They are more linked to the basic needs of Maslow’s pyramid

28
Q

Why the Maslow’s theory is too basic ?

A

Maslow’s theory doesn’t fully reflect the true complexity of human motivation.

Using the Hierarchy of Needs, our physiological need for food would have to be met before we felt the need for social relationships.

In reality, these needs are usually not as independent as that: You can be hungry for love and food at the same time. Likewise, you can experience a need to belong (social) at the same time you are looking for challenging work (esteem).

29
Q

What is the Alderfer’s ERG Theory of motivation ?

A

A new model to explain the simultaneous nature of Maslow’s five needs

  • At the most basic level, people have existence needs. These map to Maslow’s physiological and safety needs
  • Next, we experience relatedness needs, where we fulfill our need for satisfying interpersonal relationships. This level relates to Maslow’s social needs and to the external part of self-esteem needs – we feel good about ourselves based on what others think about us.
  • Finally, we reach the growth needs level. Here, we are looking for personal growth and development by doing work that is of high quality, and meaningful. This equates to the internal part of Maslow’s self-esteem needs and to his self-actualization needs.
30
Q

In what extend the ERG theory go further than Maslow’s theory ?

A

While he still maintains that there is a general order for pursuing needs, he claims that this order is not as fixed as it is in Maslow’s hierarchy. Even though existence needs generally have a higher priority than relatedness and growth needs, priorities can change, depending on the person and the situation.

31
Q

ERG theory has three key differences from Maslow’s theory:

A
  • It suggests that people can be motivated by needs from more than one level at the same time. There is not necessarily a strict progression from one level to the next.
  • It acknowledges that the importance of the needs varies for each person and as circumstances change. Some people might put a higher value on growth than relationships at certain stages of their lives.
  • It has a “frustration-regression” element. This means that that if needs remain unsatisfied at one of the higher levels, the person will become frustrated, and go back to pursuing lower level needs again.
32
Q

What is David McClelland idea about motivation in his needs theory ?

A

He identified three motivators that he believed we all have:

  • A need for achievement,
  • A need for affiliation, and
  • A need for power.

People will have different characteristics depending on their dominant motivator.

According to McClelland, these motivators are learned (which is why this theory is sometimes called the Learned Needs Theory).

McClelland says that, regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver. This dominant motivator is largely dependent on our culture and life experiences.

33
Q

What are the characteristics of a person with a dominant need for achievement?

A

The drive to excel; to achieve in relation to a set of standards; to strive to succeed

  • Strong need to set and accomplish challenging goals.
  • Takes calculated risks to accomplish their goals.
  • Likes to receive regular feedback on their progress and achievements.
  • Often likes to work alone.
34
Q

What are the characteristics of a person with a dominant need for affiliation?

A

Desire for friendly and close interpersonal relationships

  • Wants to belong to the group.
  • Wants to be liked, and will often go along with whatever the rest of the group wants to do.
  • Favors collaboration over competition.
  • Doesn’t like high risk or uncertainty.
35
Q

What are the characteristics of a person with a dominant need for power?

A

Desire to influence the behaviour of others

  • Wants to control and influence others.
  • Likes to win arguments.
  • Enjoys competition and winning.
  • Enjoys status and recognition.
36
Q

What are the Big 5 personality dimensions ?

(optionnal)

A

Many contemporary personality psychologists believe that there are five basic dimensions of personality:

1. Extraversion:

Extraversion is characterized by excitability, sociability, talkativeness, assertiveness and high amounts of emotional expressiveness.

2. Agreeableness:

This personality dimension includes attributes such as trust, altruism, kindness, affection and other prosocial behaviors. (More cooperative than competitive)

3. Conscientiousness:

High levels of thoughtfulness, with good impulse control and goal-directed behaviors. Those high on conscientiousness tend to be organized and mindful of details.

4. Neuroticism:

Neuroticism is a trait characterized by sadness, moodiness, and emotional instability. Individuals who are high in this trait tend to experience mood swings, anxiety, moodiness, irritability and sadness. Those low in this trait tend to be more stable and emotionally resilient.

5. Openness:

This trait features characteristics such as imagination and insight, and those high in this trait also tend to have a broad range of interests, to be more adventurous and creative. People low in this trait are often much more traditional and may struggle with abstract thinking.

It is important to note that each of the five personality factors represents a range between two extremes.

For example, extraversion represents a continuum between extreme extraversion and extreme introversion. In the real world, most people lie somewhere in between the two polar ends of each dimension

37
Q

What Individual Characteristics Shape Motivation?

A
  • Personality
  • Need for Ach-Pow-Aff
  • Big 5 personality dimensions
  • Myers-Briggs, etc
  • Level of knowledge and skills
  • Cultural and social background

Motivation is not “one size fits all” – that’s what makes it hard for managers!

38
Q

What are the two process theories approached?

A
  • Vroom’s expectancy theory
  • Adam’s equity theory
39
Q

The process theories focus on:

A

HOW people are motivated or demotivated by work

40
Q

What does Vroom expectancy motivation theory assume?

A

Vroom’s expectancy theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee’s performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a person’s motivation. He uses the variables Expectancy, Instrumentality and Valence to account for this.

Motivation is a function of expectancy, instrumentality, and valence

41
Q

What is expectancy ?

A

The belief that increased effort will lead to increased performance.

(i.e. if I work harder then this will be better.)

This is affected by such things as:

  • Having the right resources available (e.g. raw materials, time)
  • Having the right skills to do the job
  • Having the necessary support to get the job done (e.g. supervisor support, or correct information on the job)
42
Q

What is Instrumentality?

A

The belief that if you perform well that a valued outcome will be received.

The degree to which a first level outcome will lead to the second level outcome. (i.e. if I do a good job, there is something in it for me).

This is affected by such things as:

  • Clear understanding of the relationship between performance and outcomes – e.g. the rules of the reward ‘game’
  • Trust in the people who will take the decisions on who gets what outcome
  • Transparency of the process that decides who gets what outcome
43
Q

What is valence?

A

It is the importance that the individual places upon the expected outcome.

For the valence to be positive, the person must prefer attaining the outcome to not attaining it.

For example, if someone is mainly motivated by money, he or she might not value offers of additional time off.

44
Q

What is the Expectancy Theory key idea ?

A

To be motivated, people must believe that their actions will result in outcomes they desire

45
Q

What is the role of management in the Expectancy Theory?

A
  • Provide training/education employees need to be successful in achieving desired performance
  • Identify and provide valent outcomes
46
Q

What are the Expectancy Theory’s good points?

A
  • Recognizes that perception is key - Recognizes individual differences
47
Q

What are the Expectancy Theory’s problems?

A
  • Assumes rationality and
    complete information
  • Requires complex calculations that may be unrealistic
48
Q

On what idea is the Equity Theory based?

(John Stacey Adams)

A

The Equity Theory is based on idea of exchange relationships

  • Worker gives skill, time, effort, etc.
  • Employer gives pay, jobs, status, etc.

Adams’ Equity Theory calls for a fair balance to be struck between an employee’s inputs (hard work, skill level, acceptance, enthusiasm, and so on) and an employee’s outputs (salary, benefits, intangibles such as recognition, and so on).

49
Q

The Equity Theory assumes…

A

That people are aware of each other and able to make comparisons (even if they have imperfect pieces of information)

50
Q

According to John Stacey Adams, people conduct…

A

Social comparisons:

  • Equity is when our output/input ratio is equal to that of comparison others
  • Perceived inequity creates tension proportional to the magnitude of the inequity
  • Tension motivates people to reduce inequity
51
Q

People reduce perceived inequity by:

A
  • Altering inputs - Altering outputs
  • Cognitively distorting inputs or outputs leaving
  • Changing others’ inputs or outputs
  • Changing the comparison other
52
Q

What is the Equity Theory key idea?

A

Because of imperfect information, people pay attention to fairness, relative to others inputs/outputs

53
Q

What is the role of management in the Equity Theory?

A
  • To ensure equitable treatment
  • To assist with identification of comparison others
54
Q

What is the Equity Theory’s good point?

A

Takes into account the social comparison process

55
Q

What are the Equity Theory’s problems?

A
  • People have different tolerances for inequity
  • May effectively predict perceptions of fairness, but not performance
56
Q

Surveys consistently show that people at work are motivated by many factors that they rate as …

A

More important than money

How do you design work to support these factors?

57
Q

Who conducted researches on job design and motivation?

A

Hackman and Oldham in the ‘70s

58
Q

What was the conclusions of the research on job design and motivation?

A

Many work tasks should / could be redesigned

  • To increase meaningfulness and responsibility
  • To allow workers to fulfill higher-order needs such as achievement, a sense of purpose, & control

Model proposes that certain job characteristics contribute to positive psychological states which lead to positive individual outcomes

59
Q

What are the (Good) Job Characteristics Model ?

A

Skill Variety: The number of different skills necessary to do a job

Task Identity: Whether or not an employee does an entire job or a piece of a job

Task Significance: The impact a job has on other people

Autonomy: The freedom employees have to do their jobs as they see it

Job Feedback: The extent to which it is obvious to employees that they are doing their jobs correctly

60
Q

What are the tools for job redesign?

A

Combining Tasks: Increases skill variety, task identity, task significance

Forming Natural Work Units: Increases skill variety, task identity, task significance

Establishing Client Relationships: Increases skill variety, task identity, task significance AND contributes to autonomy and feedback

Vertical Loading: Increases autonomy

Opening Feedback Channels: Increases feedback

61
Q

Full schema of the Job Design and Motivation model

A
62
Q

A final word about intrinsic vs. extrinsic motivation…

A

If people are paid for doing something, they report liking it less… And their efforts are not as successful!

(Watch TED video)

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