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OAM > Motivation II > Flashcards

Motivation II Flashcards

1
Q

operant conditioning

A

behavior is a function of its outcomes

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2
Q

Reinforcement theory

A
  • based on operant conditioning
  • people form an association between behavior and outcomes
  • idea is that behavior becomes more predictable as a result of reinforcement
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3
Q

Reinforcing positive behavior

A
  • positive reinforcement
  • negative reinforcement
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4
Q
A
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5
Q

positive reinforcement

A

providing positive consequence for desired behavior
-ex. praising employee

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6
Q

Negative Reinforcement

A

removal of negative consequences once desired behavior is seen.
ex. stop nagging employee once thing is done

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7
Q

Negative reinforcement limitation

A

May lead to unexpected behavior

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8
Q

Reinforcing negative behavior

A
  • punishment
  • Extinction
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9
Q

Punishment

A

presenting negative consequences for undesired behavior
- ex. warnings

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10
Q

Punishment limitation

A

desired behavior may still be unknown

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11
Q

Extinction

A

removal of positive consequences for undesired behavior
ex. ignoring employee when they do something wrong.

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12
Q

Reinforcement schedules

A
  • continuous
  • fixed ratio
  • fixed-interval
  • variable
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13
Q

continuous

A

reinforcing all instances of positive behavior

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14
Q

fixed ratio

A

providing rewards after a set number of occurrences

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15
Q

variable

A

reinforcing on random pattern

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16
Q

difficulties with reinforcment

A
  • timing/ schedule
  • alignment - alining org. goals w/ individual goals can be difficult
17
Q

best combination for reinforcement

A

positive reinforcement & variable schedule

18
Q

Org. mistakes

A

unknowingly incentivize the wrong types of behavior

19
Q

selective perception

A

more visible behaviors tend to be weighted more
what is easiest to measure is what tends to get rewarded

20
Q

emp. co. goal alignment

A

look for integrative solutions
the goals of the co? priorities and interests of employees? mutually beneficial opportunities?

21
Q

increase alignment

A
  • clearly communicate strategy and explain how individuals contribute to overall business objectives
  • employees participate in goal setting
  • celebrate employees efforts (not just results)
22
Q
A
22
Q

Pay-for-performance

A

achieve higher productivity and profit

23
Q

Pay-for-performance myths

A
  • higher pay result in higher levels of job satisfaction
    • minimum correlation
  • higher pay results in higher levels of motivation
    • can demotivate
  • your job performance determines your pay
    • performance determines your small portion of earnings
24
Q

PFP issues

A
  • diminishes creativity
  • creates perceptions of inequity
  • citizenship behaviors may be neglected
  • undermines the importance of intrinsic motivation
25
Q

intrinsic motivation

A
  • pursuing an activity for its inherent satisfaction
  • action is the end
26
Q

extrinsic motivation

A
  • pursuing an activity in order to attain separate outcome
27
Q

Rewards

A

can undermine intrinsic motivation.
- ex: student less likely to choose learning game if they get rewarded for it vs. if no reward

28
Q

Intrinsic predictors

A
  • persistence and sustainability of behavior
  • when performance is judged by quality
29
Q

extrinsic

A
  • when performance is judged by quantity
30
Q

Extrinsic incentives bias

A

people assume others are more extrinsically motivated than self
- important to recognize to not potentially undermine intrinsic motivation

31
Q

balancing rewards

A
  • how is task relevant to intrinsic motivation
  • incentives beyond baseline rewards work best for dull tasks.
  • unexpected rewards for performance does not undermine intrinsic motivation
    • this could potentially create perceptions of inequity.
32
Q

boosting intrinsic motivation

A

autonomy- employee
mastery- feedback to improve
purpose- connect employees personal goals to org. targets

33
Q

PFP guidelines

A

-Equity theory
- expectancy theory
- reinforcement theory

34
Q

equity theory

A

provide employees clear information about performance guidelines and basis for reward allocation

35
Q

expectancy theory

A

ensuring employees have control over performance

36
Q

reinforcement theory

A

reward people fairly for job well done, but deemphasize incentives beyond that

37
Q
A

OAM (21 decks)

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