OBH Chapter 7 Flashcards
Define motivation
The processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal.
Explain intensity of motivation
The amount of which one tries.
Explain direction of motivation
The quality of effort, the extent of the work.
Explain the persistence of motivation
The amount to which one can maintain effort.
Explain the theory of motivation, Hierarchy of needs theory (Abraham Maslow)
One seeks to achieve all is well in one of the needs and then goes onto to the next one. (top down)
- Self-actualization driver to achieve what we can achieve
- Esteem self-respect (internal), recognition (external)
- Social affection, friendship
- Safety security and protection from physical harm
- Physiological hunger, thirst, shelter, sex; bodily needs
Although widely accepted, it has never acquired any scientific backing.
Explain the theory of motivation, Theory X and Theory Y, (Douglas McGregor)
X-Labeled people are basically negative, Y-labeled ones are basically positive. Suggested is that Y-people accepts work as a part of everyday life and hence, work better and on their own responsibility, whereas X-people need regulations and incentives it works properly.
Explain the theory of motivation, the two-factor Theory/ motivation-hygiene theory (Frederich Herzberg
It is suggested that satisfaction is opposite to no satisfaction and that dissatisfaction is the opposite to no dissatisfaction. This is based on research suggesting satisfaction comes from intrinsic aspects whereas dissatisfaction follows from extrinsic aspects and hence the two can not be directly compared to one other. The extrinsic aspects were named ‘hygiene factors’, as making these adequate does not guarantee satisfaction but does not lead to no dissatisfaction. However, there are some detractors, such as:
- People usually already credit themselves when things are well while they blame failure on extrinsic environment
- Raters have to make interpretations and place answers into one category, hence it is open to (interpretational) errors
- No overall measure of satisfaction was used
- We cannot just assume a positive relation between satisfaction and job performance/productivity
Explain the theory of motivation, McClelland’s theory of needs
He defined three needs which all needed to be completed and hence led to motivation:
Need for achievement: (nAch) drive to excel, strive to succeed
Need for Power (nPow) making others behave in ways they’d normally not.
Need for affiliation (nAff) desire for friendship/affection.
This theory is pretty scientifically supported, but not very applicable in OB.
Explain the contemporary theory of motivation, Self-determination theory
Research on cognitive evaluation theory, (extrinsic rewards reduce intrinsic interest in a task) largely supports this theory, which proposes that one prefers to (feel to) have control over a situation, and so (new) extrinsic factors undermine motivation. Self-concordance considers how strongly one’s reasons for pursuing goals are consistent with their interest and core values. People achieving intrinsically set goals have more fun doing so and feel more satisfied afterwards than if the goal is set extrinsically.
Explain the contemporary theory of motivation, goal-setting theory
Addresses the relation between the ‘vagueness’ of a set goal and the motivation for achieving it.
- Specific goals increase performance
- Difficult goals (when accepted) result in higher performance than easy goals
- Feedback leads to higher performance (self-feedback is a more powerful motivator than external feedback)
Management by Objectives (MBO) emphasizes set goals are tangible, verifiable and measurable so that they can be used in an operation. It is built on four ingredients:
- Goals specificity
- Participation in decision-making
- Explicit time period/deadline
- Performance feedback
Explain the contemporary theory of motivation, Self-efficacy theory/Social Cognitive theory/ Social learning theory from Bandura
This theory refers to self-confidence in capability of performing a task. The higher one’s self-efficacy, the more effort one will put in a task. Combining this theory with the goal-setting theory allows managers to attain high efficiencies in their employees.
Furthermore, it can be increased by the following ways:
Enactive Mastery, Gaining experience
Vicarious modelling, Identifying with someone similar who is doing the task in a good way (looking up to someone)
Verbal persuasion, motivated speaking
Arousal, Achieving an energised state, to psyche up.
In this case, verbal persuasion best done through either the pygmalion effect or the Galatea effect
Pygmalion effect is believing in something can make it true Used by telling supervisors/managers one is a good worker, which makes them set higher tasks for the emloyee, which in turn attains higher efficiency
Galatea effect is acting by the way you are told you can
F.e. Not getting seasick by getting told you will not get seasick
Explain the contemporary theory of motivation, Equity theory/organizational justice
One compares one’s rewards (pay, recognition) with that of references and judges the outcome (either equal or unequal) based on the effort one (and the reference) puts into it.
Which 4 referent comparisons are there in the Equity theory/organizational justice?
- Self-inside refers to earlier experiences one had (similar) in the organization.
- Self-outside refers to earlier experiences one had outside the organization
- Other-inside refers to others inside the organization
- Other-Outside refers to others outside the organization
Which 6 possible reactions if one perceives inequity are there?
- Change their inputs
- Change their outcomes
- Distort perception of self
- Distort perception of referent
- Choose different referent
- Leave the field
How do people ,that are not equity sensitive, judge from organizational justice?
Distributive justice, perceived fairness of outcome
Procedural justice, perceived fairness of process used to determine
Interactional justice, Perceived degree to which one is treated fair/nice
