Motivation: Chapter 5 Flashcards
(30 cards)
motivation
influences the direction, intensity, and persistence of a person’s efforts
employees with higher levels of motivation…
- more likely to have high levels of organizational engagement and commitment,
- more efficient and effective,
- increases productivity for the company
- lowers company costs
- more likely to collaborate and problem-solve
- leads to positive relationships + improved organizational culture
needs theories of motivation
variables within the individual that lead to motivation and behaviour
needs
insufficiencies that provoke some type of behavioural response
process theories of motivation
individual motivation as being controlled by external environmental forces, and focus on how motivation works, and what factors direct and sustain it
maslow’s theory of needs
- physiological
- safety and security
- love/social needs
- esteem needs
- self-actualization
theory X
employees are motivated by lower-order needs
they are inherently lazy
they will avoid responsibility where possible
they dislike their work
they are working only for a sustainable income.
theory Y
employees are self-directed
internally motivated by higher-order needs
participative style of management
emphasize employee commitment to the organization and its goals.
ERG (needs theory)
Existence, Relatedness, and Growth
regression hypothesis (ERG theory)
proposes that an already-satisfied need can continue to motivate when a higher need cannot be achieved
McClelland’s theory of needs
needs for achievement, power, and affiliation
McClelland’s theory of needs (achievement)
individuals who are motivated by competition, challenging goals, persistence, and overcoming difficulties
McClelland’s theory of needs (power)
desire to influence others, the urge to change people or events, and the wish to make a difference
McClelland’s theory of needs (affiliation)
describes an urge to establish and maintain warm, close relationships with others
equity theory
motivation is a function of perceived fairness (equity) in the social exchange and that inequity (unfairness) is an important motivator
resolving inequity
(1)alter one’s outcomes
(2) alter one’s inputs
(3) alter the comparison other’s outcomes
(4) alter the comparison other’s inputs
(5) change who is used as a comparison other
(6) rationalize the inequity
(7) leave the organizational situation
equity sensitives
want the ratio between their outcomes to inputs to be equivalent to that of their comparison others, and feel distressed when under-rewarded, and guilt when over-rewarded
benevolents in equity
comfortable with an equity ratio less than that of their comparison other
entitleds in equity
comfortable with an equity ratio greater than that of their comparison other
expectancy
belief that effort leads to performance
instrumentality
belief that performance is related to outcomes
valence
value or importance an individual places on a particular outcome
motivational problems in relation to expectancy theory
- disbelief in a relationship between effort and performance
- lack of trust in the relationship between performance and rewards
- lack of desire for the rewards offered
moral maturity
measure of a person’s moral cognitive development
