Motivation + performance Flashcards
motivation definition
- process that accounts for an indiVS intensity, direction + persistence of effect towards attaining a goal (work- related beh)
performance management definition
- continuous process of identifying, measuring + dev performance of indivs + teams + aligning performance with goals of organisation
Link between motivation + performance
-Higher levels of motivation = increased job performance + greater job satisfaction, lower burnout + turnover
-link is stronger in blue collar (practical, hands on) than White collar
- fiorini + Sammut
Motivation as a need: Maslow’s Hierarchy
Top = self-Actualisation
-esteem
-love + belongingness
- safety
-physiological needs
Maslow’s Hierarchy of needs in the workplace
- satisfying lower -order needs in job to promote motivation to fulfil higher order needs in work tasks
- someone struggling to provide for own basic needs unlikely to have motivation to gain skills/be as good as possible
- NOt much supporting evidence
Motivation at work
- personal needs + traits
- cog processes
-treatment in workplace - job design
motivation as a trait
- McClelland suggests motivation comes from trait-like inner needs
1) Achievement
2) Affiliation -> social relationships
3) Power - If know primary needs can motivate effectively
- problem: not practical- need in subconscious + difficult to measure
self -determination theory of motivation
- Brings together: motivation as an inner need, external rewards + interests in work tasks
- 3 components:
1) Differentiates type of motivation
2) outlines 3 basic psychological needs
3) Acknowledges impact of env factors on motivation
Self- Determination Theory- Types of motivation
- Amotivation -> lack drive, non self-determined
- controlled -> extremal reg, desire reward, fear punishment
-Autonomous -> internal, extrinsic sources when activity aligns with values
self-Determination Theory - continuum of motivation
- The more something has been internalised, the more intrinsic The motivation
- Amotivation -no motivation
- External reg-> reward + punishment
- Introjection -> not accepting as own but you’ve taken it on
- Identified- > More freedom, autonomy + control -beh aligns with personal goal
- Integrated -> more internalised, autonomous, fully integrated + part of self, motivated but not fully interested
- intrinsic = full interest + enjoyment
self -Determination theory - 3 psychological need
- Autonomy -> control, account for wishes, offer choice, understand perspectives
- competence- > feeling you have necessary skills, dev opportunities, feedback
-Relatedness-> good social relationships, involved in others tasks, show interest, empathetic - If these are met = more satisfied + motivated = repeat ben good for business
self-Determination Theory- The social env
- can help or hinder psychological needs :
-social support -> support for autonomy promotes internalisation -predicts identification + integration - extrinsic rewards -> lower self-determination, controlled by rewards, internal Motive reduced + lowers autonomy
- feedback -> pos increases self- determination
Evaluating self-Determination Theory
-strengths -> applied to range of topics (large scope), practical + useful, high explanatory power
-weaknesses -> doesn’t account for social + cultural factors impacting motivation, many tasks not intrinsically interesting so enhancing motivation may be difficult
5 factor model + motivation
- conscientiousness- > pos Assoc with motivation both intrinsic + extrinsic - most consistent predictor of motivation
- Agreeableness -> neg Assoc with extrinsic
- Neuroticism -> pos Assoc with extrinsic
-openness- pos AssOC with intrinsic
-extraversion -> pos weak Assoc with intrinsic + extrinsic
Five factor Model + Academic motivation/ achievement
-308 UG students
- 5 factor inventory + academic motivation scale
- komarraju et al
- Results:
- all variance explained by conscientiousness
-Intrinsic -17% openness + c
-extrinsic - 13% extraversion + c
- amotivation- 11% c + agreeableness
- Achievement -> 5% c , openness, neuroticism + agreeableness
leadership definition
-leadership = influencing others to understand + agree about What needs to be done + how to do it, process of facilitating indiVS t effects to accomplish shared objectives
Impact of leadership performance
- leadership influences motivation which impacts performance
- effective leader influences those around them pos
Leadership Style + performance
- Transformational -> active focus on long-term goals + pays attention to needs
-Transactional -> relies on rewards + punishment - Laissez-fare -> gives employees autonomy to make own decisions (non-leadership)
- Transformational + laissez-faire have sig pos impact on performance, transactional neg impact
Locke + Latham’s goal - setting theory + performance
- goals motivate action
- 25 years + 400 studies
- most influential theories in management
- mechanisms goals influence beh + moderated by characteristics, commitment, importance, self-efficacy, feedback + task complexity
Goal setting theory - Goal Characteristics
- specificity + difficulty
- measurable -> objective of performance allows feedback + feeling accomplished
_possible/importance -> attainable + time-bound
Goal setting theory: moderating factors
- goal commitment -> want to do it + believe its achievable
- feedback -> track performance = achievement
- Task complexity -> How difficult task is
- self-efficacy-> belief in ability to meet goal
-National culture- > setting different goals has different effects in different cultures
2 types of goals
-performance -> performance goal oriented indirs (PGO) motivated to achieve a standard
-Learning -> LGO motivated to learn + understand
-setting challenging learning goal’s results in similar performance with LGO or PGO
Goals affect performance in 4 ways
- Direction of beh -> direct towards activities relevant to goals + away from irrelevant
- Energising of beh -> put more effort in relevant activities
-persistence-> harder goals = prolong effort to achieve it
-Dev -> goals der new strategies for achievement + performance, learning new skills
components of organisational citizenship beh (OCB)
1) personal support- helping, cooperating, motivating others + consideration
2) organisational support- POs rep, promoting it, loyalty, following rules + suggesting initiatives
3) conscientiousness-> resilience, initiative to complete tasks, takes advantage to dev own skills in own time
counterproductive work beh (CWB)
-Ben damaging to other employees, productivity + organisation
- property damage, violence, bullying, lateness, revenge
- CWB can be neg reaction to unfairness + inequality at work (Beuregard)
- Boredom can lead toCwB (Bruursema)
Equity theory
- Adams
-people decide how fairly they are being treated by examining inputs, outputs + comparisons - equity = input output ratio same as others
- inequality = inequity tension:
- over-reward-> guilt, under-reward = anger
- can compare with previous job or external company employees
Organisational justice- 4 categories
- Different forms of justice perception reflecting reward distribution, distribution mechanism, respect clarity of info (Kanfer et al)
1) Distributive -> equity based on extent feel fairly rewarded
2 ) Procedural -> equity of organisational system used to determine rewards + fairness of systems
3) Interpersonal -> feel treated with respect + dignity
4) Informational -> ways decisions are communicated
organisational justice- responses to injustice
-Hirschman
1) Exit -> leave
2) voice- protest
3) loyalty -> accept + remain commited
-Pinder + Harlos
4) silence -> Taking but not accepting unfairness + harbor resentment
- May lead to presenteeism- at work but not productive
job design + motivation -Job characteristic model
-job characteristics model (JCM):
- Nature of work being a source of motivation
-Hackman + oldham
- set of features built into jobs to make them motivating
- Purpose is to foster 3 states:
1) sense of personal responsibity
2) meaningfulness
3) knowledge of results
JOb Characteristic Model - 5 characteristics promoting 3 states
- Meaningfulness -> skill variety, task identity, task significance
- Responsibility -> autonomy (freedom to decide how to accomplish goals
- knowledge of results-> feedback
sociotechnical systems approach to job design
- work designed around human + technical aspects of work (cherns + Clegg)
- each design unique upon demands on organisation + workers
- design is about harmony + alignment between key elements of the job
-trend to greater freedom + autonomy
-pos evidence in increased effort, skill use, problem solving - Autonomy relates to increased effort + motivation
job demands, resources + control : keys to work engagement
-Karasek’s model of job demand + control
-2 key dimensions of job design: motivation + well being enhanced by greater control
- contrasts engagement + burnout as Outcomes of design -> balance work demand + resources
-resources = higher engagement
-demands = higher engagement
Engagement as a motivational State
-representing high work- related well-being
- 3 components
1) vigour-> high energy, resilience, effort + persistence
2) Dedication -> involvement, enthusiasm from work
3) Absorption -> concentrated t engrossed in work
