Motivation and Job design Flashcards

1
Q

According to Steers and Porter (1979), motivation comprises…

A
  1. Direction: what a person is trying to do
  2. Effort: how hard they are trying
  3. Persistence: how long a person continues trying
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2
Q

What is the relationship between ability, situational constraints (opportunity) and motivation impacting on performance?

A

Given, your ability or capability to perform and an environment which allows you to perform; motivation determines whether you will do it or not
(Muchinsky, 2006)

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3
Q

Look up how motivation impacts on work performance

A

kf

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4
Q

What is the definition of intrinsic motivation? and by who

A

The doing of an activity for its inherent satisfaction rather than for some separable consequence
(Ryan & Deci, 2000)

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5
Q

What is the definition of extrinsic motivation? and by who

A

Extrinsic motivation is a construct that pertains whenever an activity is done in order to attain some separable outcome
(Ryan & Deci, 2000)

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6
Q

What are the AMP characteristics of intrinsic motivation?

A

Autonomy
Mastery
Purpose

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7
Q

What are the CPR characteristics of extrinsic motivation?

A

Compensation
Punishment
Reward

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8
Q

What are the process theories of motivation? and who came up with them

A

. Goal-setting theory (Locke & Latham, 1990)

. Goal orientation (Elliot & McGregor, 2001)

. Expectancy theory (Vroom, 1964)

. Equity theory (Adams, 1969)

. Self-determination theory (Ryan & Deci, 2000)

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9
Q

How can you apply intrinsic theory into practice?

A

. learn what people care about, design tasks and jobs that are interesting and intrinsically rewarding

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10
Q

How can you apply extrinsic theory into practice?

A

. learn what extrinsic rewards people want e.g. more salary, pension, health care, flexible work, possibility to work from home office

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11
Q

How can you apply model of AMO of motivation by CIPD:

- Ability, Motivation and opportunity (situational contraints) into practice?

A

provide opportunities for people to learn and enhance their abilities; provide opportunities to apply skills

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12
Q

Applying process theories into practice

A

need to do

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13
Q

What is the definition of job design?

A

The process of assigning tasks to a job, including the interdependency of those tasks with other jobs

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14
Q

What is the definition of job redesign?

A

Techniques designed to increase one or more of the variety, autonomy and completeness of a person’s work tasks

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15
Q

What are Frederick Taylor’s five principles of scientific management to improve job performance and motivation?

A

. A clear division of tasks and responsibilities between management and workers.

. Use of scientific methods to determine the best way of doing a job.

. Scientific selection of the person to do the newly designed job.

. The training of the selected worker to perform the job in the way specified.

. Surveillance of workers through the use of hierarchies of authority and close supervision.

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16
Q

Pros and cons of Frederick Taylor’s five principles of scientific management

A

. Scientific Management is still very much a part of any organisation in the 21st Century
. +making organisations efficient through replacement of “rules of thumb” with scientific fact
. - No longer accepted that employees are just motivated by mony
. - pure form is therefore outdated

17
Q

Who came up with the Job characteristics model? and when

A

(Hackman & Oldham, 1980)

18
Q

Explain job characteristics theory

A

. Idea that job satisfaction and motivation is based on the intrinsic featurs of the job
. Based on skill variety, task identity, task significance, autonomy and feedback

19
Q

what must occur in goal setting theory for it to be successful in motivating and leading to a high performance ?

A
. Clarity
. Challenge
 .Commitment-no other goals 
. Feedback
These are very similar to the more widely known acronym SMARTER goals
20
Q

According to goal setting theory, what do goals to that results in improved task performance?

A

. Direct attention away from distractions
. Regulate high effort with difficult goals
. Increase persistence with difficult goals
. Helps stored task knowledge to come through or motivates individual to improve task knowledge

21
Q

What is the empirical evidence/pros of goal setting theory?

A

. Seen as the most consistently supported theory of motivation
. Offers a clear approach to organisations to be used in different contexts (eg appraisal)
. Accounted for 50% of the published work in motivation

22
Q

What are the criticisms of goal setting theory?

A

. Focuses only on task performance rather than other work behaviour and can lead to ‘tunnel vision’- led to development of learning goals
. Conflicting goals-does not explain this scenario
. Static view of motivation, ie one moment in time
. Where do goals come from?

23
Q

Explain the expectancy theory/ VIE MODEL

A

. This theory is about what we believe: what we think particular outcomes will be and what we think the rewards will be.
People will be motivated to the extent to which they believe that their efforts will lead to good performance
. people make conscious decisions about their motivation

24
Q

How would an amployee use the VIE model to ensure employees were motivated to perform their jobs?

A

. . Employees feel they have the right skills to complete their tasks (expectancy)
. Employers feel they will be rewarded if they do the job right (instrumentality)
. Employers value the awards on offer (valance)

25
Q

What is the empirical evidence of the VIE model?

A

+ Provides a clear and rational model of processes individuals engage in

  • However - research evidence suggests validity of theory is moderate at best- measures of V, I and E have been poorly constructed
  • Do we know all the alternative courses of action & do we go through a series of calculations?
26
Q

What are the phychological outcomes when the facets of the job characteristics model are high?

A

Skill variety, task identity and significance=meaningfullness at work
. Autonomy= feeling of responsibility
. Feedback= leads to improvement which is motivating

27
Q

What does equity theory suggest?

A

People will be motivated at work when they perceive that they are being treated fairly.

28
Q

What are the three components of equity theory?

A

1) Equity norm: People expect a fair return for their work
2 )Social comparison: comparing own with others’ input and rewards
3) Cognitive distortion: distorting inputs/rewards in their minds; actually altering (decreasing) inputs/rewards