Motivation - Chapter 9 Flashcards
Organizational psychology, “is intimately tied to the recognition that organizations are complex social systems, and that almost all questions one may raise about the determinants of individual human behavior within organizations have to be viewed from the perspective of the entire social system”
Edgar Schein (1980) (pg. 6)
Systematic study of dispositional and situational variables that influence the behaviors and experiences of individuals and groups at work.
Organizational psychology
A force that drives people to behave in a way that energizes, directs, and sustains their work behavior
Work Motivation
What are 3 components of motivation?
Direction of behavior (what a person does)
Magnitude(intensity) of action(how hard a person works)
Persistence of direction(how kind a person works)
A force that organizes perceptions, beliefs, cognitions, & actions, giving rise to behaviors that reduce the force & bring about a steady state
Need
The study of human strength & well-being rather than weakness & disorders
Positive Psychology
The extent to which individuals value higher-order needs of desire to fulfill them
Growth need strength
People differ in terms of their sensitivity to over rewards or under reward situations
Equity sensitivity
Role of fairness in the workplace
Organizational justice
What is Maslows Hierarchy of Needs?
Humans aroused by basic biological and instinctive needs & people behave in order to satisfy them
- needs(from low —>high): physiological safety, love, esteem, self-actualization
- suggests humans are motivated by lower order needs, when those are met, higher-order needs become more important motivators
People are active decision makers who strive to be rational and choosing what to do, how much effort to exert, etc.
Cognitive choice theory
Individuals monitor and make adjustments to their behaviors pursuit of goals
Self-regulation theories
Emphasize personality traits, stable dispositions, needs, and values
need-motive-value theories
What are the 3 major categories of motivation theories?
Need-motive-value theories
Cognitive choice theories
Self-regulation theories
Existence—>relatedness—> growth
Existence( pat&fringe benefits)
Relatedness( social relationships)
Growth(interacting successfully with ones environment through exploration & mastery of it)
Alderfer’s ERG Theory
Hygienes—>motivators
Hygienes(supervision,salary, working conditions)
Motivators(recognition, responsibility, potential advancement, reinforcing for work well done)
Herzberg’s Two-Factor Theory
Core job dimensions—> critical psychological states—> personal & work outcomes
-motivation is determined by the joint effects of individual differences in personality & characteristics of the job
Five core dimensions—> skill variety, task identity, task significance, autonomy, feedback
The Job Characteristics Model
Define the 5 core job dimensions of the Job Characteristics Model
Skill variety: opportunity to use multiple skills
Task identity: extent to which the worker gets to see a task through from beginning to end
Task significance: extent to which the worker feels that task is valuable
Autonomy: the amount of control the worker has over the work
Feedback: the extent to which the worker receives clear feedback regarding performance
Individuals adopt either an intrinsic or extrinsic motivation orientation
Cognitive Evaluation Theory
Social-contextual events(reception of feedback/rewards) that enhance perceptions of competence improve intrinsic motivation
Self-determination Theory
Provision of external reinforcement reduces intrinsic motivation
Overjustification effect
Motivation is dependent on the expectations regarding effort-performance-outcome relationships
Expectancy theory (VIE)
What does VIE stand for?
Valence: “value”, do they care about/desire the outcome
Instrumentality: do they believe that performing the necessary activity will result in the desired outcome?
Expectancy: do they believe that their efforts will result in achieving desired performance level?
Motivation is directly linked to the manner in which individuals monitor their own behaviors and make adjustments and the pursuit of goals
(Come into play after a goal has been chosen; focus is on will)
Self-Regulation Theories
Approach to improving motivation and performance and organizations is based in large part on reinforcement theory- particularly operant conditioning, and which desired behaviors are rewarded
Organizational behavior management (OBM)
Process of increasing the motivating potential jobs-specifically, by strengthening the key motivating characteristics identified by job characteristics theory.
Job enrichment
Employees have the flexibility to customize or modify their own jobs
Job Crafting
Individuals perceptions of their ability to successfully compete a task of attain a goal
Self-efficacy expectations
What 4 ways does Goal-Setting Theory affect behavior?
- focus & direct attention to a particular task
- energize person to work harder
- difficulty increases persistence
- facilitate strategies that can force people to be more effective & efficient toward goal attainment
Setting
1) specific
2) difficult
3) attainable goals for worker with m
4) self- generated feedback
Goal Setting Theory
Emphasize cognitive, behavioral, individual, and environmental factors that work together in determining motivation
Social cognitive theory’s
What are three components of self-regulation (Bandura)?
Self observation: extent to which we pay attention to specific aspects of our behavior
Self-evaluation:attention that individuals devote to feedback processes
Self-reactions: internal responses to self-evaluation
What does ABC model stand for?
A - antecedents o the behavior
B - the behavior itself
C - consequences of the behavior
What are the 5 steps to behavioral management of Human Resources?
1) behaviors needing change are targeted
2) targeted behaviors are measured to determine baseline for comparison after interventions
3) links between current rewards/punishments & behaviors are examined
4) organization intervenes with a program that sets goals, links rewards to goal attainment
5) evaluation phase
