Motivation at Work Flashcards
What is Maslow’s hierarchy of needs?
Abraham Maslow proposed that human motivation is driven by a hierarchy of needs, ranging from basic physiological needs to higher-level psychological needs such as self-actualisation.
Employees are motivated to fulfill these needs sequentially. Once basic needs like salary and job security are met, individuals may seek opportunities for personal growth and achievement.
What are the five sets of needs ?
Physiological Needs: Basic requirements for survival, such as food, water, and shelter.
Safety Needs: Security and stability, including protection from physical and emotional harm.
Social Needs: Affiliation and relationships, including the need for love, friendship, and a sense of belonging.
Esteem Needs: Self-esteem and recognition, including feelings of accomplishment and the desire for respect from others.
Self-Actualisation: The need to realise one’s full potential and engage in personal growth and self-improvement.
What is the Herzberg’s Two-Factor Theory?
Two distinct factors affecting job satisfaction and dissatisfaction
Managers need to address hygiene factors to avoid dissatisfaction but should focus on motivators to enhance job satisfaction and motivation.
What are the two factors in Herzberg’s Two- Factor Theory?
Hygiene Factors: Extrinsic elements such as salary, work conditions, and company policies. These factors can prevent dissatisfaction but do not necessarily enhance satisfaction.
Motivators: Intrinsic factors such as achievement, recognition, and opportunities for personal growth are essential for increasing job satisfaction and motivation.
What is McClelland’s Theory of Needs?
David McClelland proposed that individuals are motivated by three needs: achievement, affiliation, and power. The dominant need varies among individuals and influences their behaviour and work preferences.
Understanding employees’ dominant needs can help tailor motivational strategies. For instance, high achievers may seek challenging tasks, while those with a high need for affiliation may value team collaboration.
What are the three needs proposed by McClelland?
Need for Achievement (nAch):
The drive to excel, achieve success, and accomplish challenging goals. Individuals with high nAch prefer tasks that are moderately challenging. High nAch is associated with entrepreneurship and roles that require innovation and long-term planning
Need for Affiliation (nAff):
The desire to form close, meaningful relationships and be accepted by others. Those with high nAff seek out social interactions, value teamwork, and are motivated by the need to build strong, positive relationships with others. High nAff can lead to effective teamwork and collaboration.
Need for Power (nPow):
The need to control or influence others and the desire to have an impact on the world. : Individuals with high nPow seek positions of authority and enjoy influencing others’ behaviour and decisions. High nPow is associated with leadership roles and positions that require decision-making and influence.
What is the Self-Determination Theory?
A comprehensive framework for understanding motivation by distinguishing between different types of motivation and identifying core psychological needs essential for fostering optimal motivation.
What are the different types of motivation?
Amotivation: Lack of motivation; absence of intention to act.
External Regulation: Motivation driven by external rewards or punishments. Behaviour is performed to achieve an external outcome rather than for the inherent satisfaction of the activity itself.
Introjected Regulation: Motivation driven by internal pressures or self-worth. Actions are taken to avoid guilt or anxiety and to maintain self-esteem.
Identified Regulation: Motivation occurs when individuals recognise and value the importance of the activity in relation to their personal goals and values. The activity is valued because it contributes to important personal outcomes.
Integrated Regulation: Motivation where the activity is fully integrated with the individual’s values and goals. There is a high level of coherence between personal values and the activity, leading to motivation that feels intrinsically rewarding.
Intrinsic Motivation: Engaging in an activity purely for the enjoyment and interest it provides. The activity is inherently satisfying and fulfilling.
What are the three core psychological needs that must be met to foster optimal motivation?
Competence: The need to feel effective and capable in one’s activities. It involves being able to handle tasks effectively and achieve desired outcomes. Ensure that tasks are designed to challenge employees appropriately and provide them with the necessary feedback and support to build their skills.
Autonomy: The need to feel in control of one’s actions and decisions. It encompasses having the freedom to choose goals and methods of achieving them. Allow employees to have a say in goal-setting, decision-making, and how their work is done. Providing choices and flexibility can enhance their sense of autonomy.
Relatedness: The need to feel connected to others and to experience a sense of belonging. This involves feeling valued and understood within one’s social context. Foster a supportive work environment where employees feel connected and valued. Encouraging teamwork and building a strong organisational culture can meet this need
What is the Expectancy Theory?
Victor Vroom’s Expectancy Theory posits that motivation is a function of expectancy (the belief that effort will lead to performance), instrumentality (the belief that performance will lead to rewards), and valence (value placed on rewards).
What is the Equity Theory?
John Stacey Adams’ Equity Theory emphasises the importance of fairness in motivation. Employees are motivated by perceived fairness in the distribution of rewards and resources. Inequities can lead to decreased motivation and job dissatisfaction.
What is the Job Characteristics Model (JCM)?
Focuses on how job design can influence intrinsic motivation by fostering three essential psychological states:
Sense of Personal Responsibility: Feeling accountable for work outcomes.
Meaningfulness: Perception that work has purpose and significance.
Knowledge of Results: Awareness of one’s performance effectiveness.
What are the five core job characteristics?
Skill Variety: Utilising a range of skills and abilities.
Task Identity: Completing a whole and identifiable piece of work.
Task Significance: Impact of work on others.
Autonomy: Freedom in how work is performed.
Feedback: Information about work performance.
What is the job demands-resources model?
This model contrasts job demands with job resources. The balance between these factors influences work engagement and stress.
Job Demands: Work pressures and challenges.
Job Resources: Tools and support available to manage demands
What is engagement characterised by?
Vigour: High energy and resilience.
Dedication: Enthusiasm and involvement in work.
Absorption: Immersion in work, with time passing quickly.
