Motivation ch 5 Flashcards
determinants of job performance
- Willingness
- Opportunity
- Capacity
Motivation
The forces within a person that affect the direction, intensity, and persistence of voluntary behavior
Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).
Motivation componenets
- direction
- percistance
- Intensity
Needs
- Deficiencies an individual experiences at a particular time
- May be physiological, psychological, or sociological
(Those with deficiencies are more susceptible to motivational efforts)
(Needs trigger tension and a search for ways to reduce it)
Motivational process
need deficiency-> search for ways to satisfy need-> goal-directed behaviour-> Performance (evaluation of goal accomplishement)-> reward or punishement-> need deficiencies are reassesed by employee
Content theories
Focus on factors within the person that energize, direct, sustain and top behaviour. (can only be inferred)
(managers need to be aware of individual differences)
Content theories focus on
-Factors within the person
-The needs that motivate people
Process theories
Describe, explains and analyses how behaviour is energized, directed, sustained and stopped
(managers need to understand decision making processand motivation of employees)
Process theories describe, explain, and analyze how behavior is…
Energized
Directed
Sustained
Stopped
Content motivation theories
- maslows need hirarchy
- Aldergers ERG theory
- Herzbers two-factor theory
- McClellands learned needs theory
Maslows need hirarchym (pyramid)
^ Self actualization
/ \ Esteem
/ \ Belongigness
/ \ Safety
/ \ Physiological
A satisfied need
doesnt motivate anymore
unsatisfied needs
can cause frustration, conflict and stress
People have a need to grow and develope
strive to move up the pyramid
Strongest effect
lowest unmet need (ex physiological)
when lower need is met
next higher step is strongets motivator
Self-actualization
a growth need because people desire more rather than less of it when satisfied
Maslows theory problems
- lack of support for theory
- people have different order of hirarchy
- needs change more rapidly than maslow stated
Alderfer’s ERG Theory
- Existence = physiological and safety
- Relatedness = belongingness, social, love
- Growth = esteem and self- actualisation
Alderfer’s ERG Theory- frustration-regression process
If one continually fails to satisfy growth needs, relatedness needs reemerge
Efforts will be redirected toward satisfying a lower-order need
Herzberg’s Two-Factor Theory factors
- Dissatisfiers-satisfiers (hygiene factors)
- Satisfiers-motivators (intrinsic conditions)
- Dissatisfiers-satisfiers (hygiene factors) neutral or bad
Salary, job security, working conditions, status, company procedures, interpersonal relations
- Satisfiers-motivators (based on motivators) neutal or good
The job content, achievement, recognition, responsibility, advancement, possibility of growth
Criticisms of Herzberg’s Theory
- Over-simplifies the nature of job satisfaction
- Requires people to look at themselves retrospectively
- Only self-reports of performance over long period of time were used in original study
- Little testing of motivational and performance consequences of the theory
Job enrichement
- Builds personal achievement, recognition, challenge, responsibility, and growth opportunities into a job
- Increases individual motivation by providing more discretion and accountability
McClelland’s Learned Needs Theory
believes needs are acquired from culture.
When a need is strong, there is motivation to use behavior that leads to its satisfaction
McClelland´s needs
- Need for achievement
- Need for affiliation
- Need for power
Factors reflecting a high n Ach
- Likes to take responsibility for solving problems
- Sets moderate achievement goals and takes calculated risks
- Desires feedback on performance
Factors reflecting a high n Pow
- Concentrates on obtaining and exercising power and authority
- Concerned with influencing others and winning arguments
- Power can be negative or positive
Factors reflecting a high n Aff
- Desires social interaction
- Concerned about the quality of personal relationships
- Social relationships take precedence over task accomplishment
Process theories focus primarily on
the needs and incentives that cause behavior.
Process Theories of Motivation
- Expectency theory
- Equity theory
Vroom’s Expectancy Theory
- Employees are more likely to be motivated when they perceive that effort = successful performance + desired rewards and outcomes
- Motivation is a process governing choices among alternative forms of voluntary activity
- Most behaviors are under the voluntary control of the individual and consequently are motivated
equity theory is based on
the idea that
individuals are motivated by fairness,
and if they identify inequities in the input
or output ratios of themselves and their
referent group, they will seek to adjust
their input to reach their perceived
equity.
Instrumentality
The perception that first-level outcomes (performance) are tied to second-level outcomes (rewards or punishment)
Valence
An individual’s preferences for outcomes
Expectancy
Belief that a particular behavior will be followed by a particular outcome
Expectancy theory process
Effort (probab that effort gives desired performance) -> Performance (prob that performance gives desired outcome) -> Valence (preference for outcome as seen by individual)
Equity theory
One’s perception of being treated fairly in social exchanges can influence motivation
Equity exists when
one perceives that the ratio of their inputs (efforts) to their outcomes (rewards) equals the ratios of other employees
Person
The individual for whom equity or inequity is perceived
Comparison other
Any group or persons used as a referent by Person, regarding the ratio of inputs and outcomes
Inputs
The individual characteristics brought by Person to the job
Outcomes
What Person received from the job
Equity theory process
P with I gets O -> compares I/O with Ref P -> P regards Ref P I and O -> percives-> equity or inequity
Change Procedures to Restore Equity
changing:
- inputs
- outcomes
- attitudes
- ref person
- I and O of ref P
leaving the field
organizational justce
The degree to which individuals feel fairly treated at the workplace
Dimensions of org justice
- Distributive
- Procedural
- interpersonal
- informational
Distributive Justice
People are more inclined to interpret decisions as fair when
resources and rewards are distributed fairly
Procedural Justice
People are more inclined to interpret decisions as fair when…
- They have a voice in the decision
- Decision making is consistent
- The process and procedures conform to ethical and moral values
Interpersonal Justice
- Judgments made by employees as to whether they feel they are treated fairly
- Perceptions of justice are higher when employees are treated with dignity and respect
- Abusive supervisors are common
- Employees who experience bullying and incivility are more likely to quit
Informational Justice
- Perceived fairness of the communication provided to employees from authorities
- Keep many channels open and communicate frequently
- Utilize informal chats
- Don’t sugarcoat bad news
summary
- Managers can influence the motivation state of employees. If performance needs to be improved, then managers must intervene and help create an atmosphere that encourages, supports, and sustains improvement.
- Managers should be sensitive to variations in employees’ needs, abilities, and goals. Managers also must consider differences in preferences (valences) for rewards.
- Continual monitoring of needs, abilities, goals, and preferences of employees is each individual manager’s responsibility and is not the domain of personnel/human resource managers only.
- Managers need to work on providing employees with jobs that offer task challenge, diversity, and a variety of opportunities for need satisfaction.
Goal-setting theory refers to
the effects of setting goals on subsequent performance.
Reinforcement theory of motivation
states that individual’s behaviour is a function of its consequences. It is based on “law of effect”, i.e,
individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour
with negative consequences tends not to be repeated.
