Motivation Flashcards
Extent to which a person views himself as valuable and worthy
Self-esteem
Consistency Theory (Korman)
- Employees who feel good about themselves are motivated to perform better at work than employees who do not feel that they are valuable and worthy
- Employees try to perform at levels consistent with their self-esteem level
3 TYPES OF SELF-ESTEEM
- Chronic -overall feeling about oneself
- Situation (Self-efficacy)
- Socially-influenced
HOW TO INCREASE SELF-ESTEEM
- self-esteem workshops
- experience with success
- supervisor behavior
- pygmallion effect: expectations of others to you
- golem effect: negative expectations of others to you cause decrease in performance
Intrinsic motivation
Intrinsic -perform well because they enjoy job
Extrinsic -perform well to receive reward or avoid punishments
- WORK PREFERENCE INVENTORY (WPI)
- Measure extrinsic and intrinsic motivation
Acquired needs theory (McClelland)
-A discrepancy between what an employee expected a job to be and the reality of the job can affect motivation and satisfaction
> Need for Achievement
Need for Affiliation
Need for Power
Job Characteristics Theory
-Jobs will have motivation potential if they allow employees to use a variety of skills (SKILL VARIETY) and to connect their efforts to an outcome (TASK IDENTIFICATION) which has meaning, is useful, or is appreciated by coworkers as well as by others in society (TASK SIGNIFICANCE) + autonomy + job feedback
Maslow’s Needs of Hierarchy
- basic biological needs
- safety needs
- social needs
- ego needs
- self-actualization needs
ERG Theory (Aldefer)
- Existence, Relatedness, Growth
- different with Maslow’s in the idea that a person can skip levels
- advancement to the next level is not possible because of such factors as company policy, nature of job
Two-Factor Theory (Herzberg)
> Hygience factors
-job context (source of dissatisfaction)
Motivators
-job content (source of job satisfaction)
*Only the presence of both motivators and hygiene factors can bring job satisfaction and motivation
Goal Setting Theory
Goals are: (SMARTE)
- specific (the more specific, the greater productivity)
- measurable
- attainable (level of goal difficulty affect performance)
- relevant
- time-bound (time-frame for completion)
- employee participation (increases the commitment to reaching a goal)
Self-Regulation Theory
Employees monitor their own progress toward attaining goals and then make the necessary adjustments
Reinforcement Theory (Operant Conditioning)
- The basis for incentive systems
- Employees will engage in behaviors for which they are rewarded and avoid behaviors for which they are punished
Individual Incentive Plans
> Pay per Performance o Earnings-at-risk (EAR)
-payed according to how much they individually produce (ex. being paid for each unit of smth)
> Merit Pay
-basis of performance is on the performance appraisal scores rather than objective measures
Group Incentive Plans
> Profit Sharing
- overall productivity of company
- provide employees with a percentage of profts above a certain amount
> Gainsharing
- require specific improvements in performance
ex. increased productivity, higher sales
> Stock Options
- employees are given the oppotunity to purchase stocks in the future, typically of the market proce on the day options were granted
- most complicated organizational incentive plan
Expectancy Theory (Vroom)
-People will be well motivated if they believe that as a strong will lead to good performance and good performance will lead to preferred outcomes
> EXPECTANCY (E)
-perceived relationship between the amount of effort an employee puts in and the resulting outcome
INSTRUMENTALITY (I)
-extent to which the outcome of a worker’s performance, if noticed, results in a particular consequence
VALENCE (V)
-the extent to which an employee values a particular consequence
*MOTIVATION = E (I x V)
Equity Theory
- Our levels of motivation and job satisfaction are related to how fairly we believe we are treated in comparison with others
- People strive to equalize their input/output ratios (underpaid, overpaid)
> Inputs -personal elements that we put into our jobs
ex. time, effort, education
Outputs -elements we receive from our jobs
ex. pay, benefits, responsibility
