Theories of Motivation for the Workplace

Question 1

Goal-setting theory

Answer 1

Goal-setting theory is beneficial to the workplace because it promotes a more efficient work environment where employees strive to reach their goals, giving them a sense of purpose around their work. The addition of the positive feedback that the managers provide also gives the employees a higher level of satisfaction, helping to increase employee retention at their workplace. Essentially, the goal-setting theory is a valuable tool that should be applied to create or maintain a healthy work environment.

Question 2

What are the Five Principles of the Goal-Setting Theory of Motivation

Answer 2

Clarity
Challenge
Commitment
Feedback
Task Complexity

Question 3

What is the Clarity Principle of the Goal Setting Theory

Answer 3

A goal needs to be specific and attainable. The more clearly defined a goal is, the more likely the employee will achieve and measure their success.

The acronym SMART describes the attributes for the clarity of goals: Specific, Measurable, Achievable, Realistic, Timely.

Goals should have a time limit allowing employees to check their progress to understand if they are on track to meet their goals. A goal should elicit an emotional response in the employee; if it is not motivating enough, the goal should be tweaked until it reflects the employee’s motivation.

Question 4

What is the Challenge Principle of the Goal Setting Theory

Answer 4

A goal needs to be challenging and complex. If the goal is too easy to be achieved, the person will lose interest or not work as hard.

An employee must be careful not to pick a goal that is too challenging. If the goal is impossible to complete, the employee will become discouraged and give up on the task. Rewards can be given to employees as they accomplish challenging tasks that are a part of their overall goal.

Question 5

What is the Commitment Principle of the Goal Setting Theory

Answer 5

The employees need to understand the importance of accomplishing the goal; the team members must create the goals and commit to accomplishing the set goals.

Employees should be encouraged to tell others about their goals to increase their commitment. Ensure that the employee can visualize how their life will be once they meet the goal.

Question 6

What is the Feedback Principle of the Goal Setting Theory

Answer 6

Feedback: The organization manager should provide helpful feedback throughout the entire process, ensuring that the employee remains on track to achieving their goal.

Feedback should be set positively to keep the employee motivated, allowing the adjustment of goals to ensure they are achievable. Feedback should be applied regularly to ensure that the person is monitoring their progress, as it is essential to ask for feedback from others to gather more opinions.

Goals can be broken down into smaller, more manageable goals to help track progress. Employees should also be offering their feedback to ensure that goals are attainable.

Question 7

What is the Task Complexity Principle of the Goal Setting Theory

Answer 7

A task should be complex so that the employee feels motivated to complete the goal. For instance, if the goal is too easy, the individual may not pursue the goal; if the goal is too difficult, the individual may give up.

Too challenging of a goal will cause stress, anxiety, and a sense of failure within the employee as they may feel incompetent in their role within the organization. This sense of discouragement may leak out into other areas of their work.

A manager can monitor task complexity by setting benchmarks to monitor performance and ensure that employees do not become overwhelmed by their tasks.

Question 8

Who developed the expectancy theory of motivation

Answer 8

Victor Vroom

Question 9

Vroom’s Expectancy Theory

Answer 9

The focus of Vroom’s expectancy theory is on human motivation. This theory impacts the fields of both business and psychology. The expectancy theory was developed on the idea that how hard someone works is based on how that person perceives the outcome of the work. Simply stated, a person will work harder if the outcome or reward is something that is valued; the better the reward the harder a person will work. The expectancy theory of motivation is rooted in the theory that humans will always choose a behavior or action that reduces pain and increases pleasure.

Question 10

What are the three key components of the expectancy theory that managers need to understand to establish motivating rewards programs?

Answer 10

Expectancy
Instrumentality
Valence

Question 11

What does expectancy refer to?

Answer 11

Expectancy refers to when employees believe that the effort they put into their work will accomplish their performance objectives. This belief is often based on how employees view the objective (whether it is hard or easy), their confidence in their skills, and their previous experiences. This component of expectancy theory is based on the idea that harder work leads to increased performance. Some variables independent of the employee affect this component, such as communication from others, resources, and support needed to complete the task(s).

Question 12

What does Instrumentality refer to?

Answer 12

The element of instrumentality refers to employees’ assumptions that if they accomplish the objective(s) they will get rewarded for it. Instrumentality is based on the trust an employee has that the desired reward is achievable, clearly defined rewards for tasks, and the individual appeal of the reward. Instrumentality is based on the idea the performance will lead to the desired outcome.

Question 13

What does Valence refer to?

Answer 13

The value and importance an employee gives a specific result are known as the valence. Valence differs from job satisfaction, and it is only tied to the expected result and reward. This is the component of the theory that addresses utilizing effective rewards. A reward is only effective if the employee(s) values or wants it.

Question 14

What is motivational force

Answer 14

Motivational force is the expectancy, instrumentality, and valence combined

Motivational force (MF) = Expectancy (E) X Instrumentality (I) X Valence (V)

Question 15

Advanatages of expectancy theory

Answer 15

There are several advantages of the expectancy theory. This theory is based on the fact that individual employees strive for job and performance satisfaction while limiting dissatisfaction. In this way, the expectancy theory can improve employee satisfaction and decrease the amount or level of dissatisfaction for employees. Another advantage is this theory is based on perceptions. This theory falls into the category of positive reinforcement as it focuses on rewards and attaining goals instead of focusing on consequences.

Question 16

Disadvantages of expectancy theory

Answer 16

The expectancy theory of motivation is not without its disadvantages and criticisms. One such criticism is that many employees identify a strong connection between performing well and receiving rewards. Another criticism of the expectancy theory is many organizations do not structure their reward system on performance alone. Many organizations tie rewards to position, level of responsibility, and training. Also, the expectancy theory of motivation does not take into consideration employees’ workloads and how long it takes employees to learn, or how long it takes to train them.

Question 17

How does the expectancy theory work?

Answer 17

The expectancy theory is based on human motivation. How hard a person works is directly related to how he or she perceives the outcome of their work. A person will work harder if the reward or outcome is something that person desires.

Question 18

How do you apply Vroom’s expectancy theory?

Answer 18

In order for management to apply Vroom’s expectancy theory they first must know what motivates their employees. From there they need to establish a rewards system that incorporates the things their employees value. The reward system should then be clearly explained and documented so employees know what to expect.

Question 19

What is expectancy theory in motivation with example?

Answer 19

An example of the expectancy theory in motivation is a company offering quarterly bonuses for sales employees who exceed their quota. A sales employee motivated by extra earnings works harder than they typically would have to earn the bonus. Management offered a reward the employee valued and the employee was motivated and worked hard, then the employee was rewarded.

Question 20

What are the 3 components of expectancy theory?

Answer 20

The three components of expectancy theory are expectancy, instrumentality, and valence. These components are based on a person’ belief that he or she will get rewarded for the work performed, the increased work ethic will lead to increased performance, and the reward will be worth the work.

Question 21

Attribution

Answer 21

Refers to an inference regarding the cause of a behavior or an event.

Question 22

Attribution Theory of Motivation

Answer 22

Refers to how an individual thinks about the causes of events. This attribution may not be objectively accurate but it is subjectively accurate to the individual involved.

Question 23

Correspondence Inference Model

Answer 23

Suggests that people generally learn about an individual’s stable personality by observing their behaviors, which also applies to when an individual is learning from their own behavior.

Question 24

Covariation Model

Answer 24

Suggest that for an indivdiual to extablish a causal relationship between a factor and an event, the factor has to exist when an event happens; therefore, an individual will, under this model, learn how their behavior contributes to the result, thus has an effect on their behaviors

Question 25

Weiner’s Attribution Theory

Answer 25

Weiner suggests that an individual’s causal attribution of events that happen will affect their motivation for their subsequent behaviors. One of the most important assumptions in this theory is that an individual will subconsciously establish causal relation(attribution) that maintains a positive self-image.

Question 26

What are the three factors people use to explain the result of Weiner’s Attribution Theory

Answer 26

locus of control
stability
control

Question 27

What is locus of Control

Answer 27

Locus of control refers to an indivdiual’s perception of how much control they have over their lives. There are two types of locus, external and internal.

Question 28

External locus of control

Answer 28

People with an external locus of control tend to attribute the result of life events as coming from factors out of their control, for example, poor weather or poor treatment from others. They also tend to behave in response to external demands, for example, teachers’ or bosses’ demands.

Question 29

Internal locus of control

Answer 29

People with this locus perceive the outcomes in life as the result of their behavior, their agency, and their abilities. They are also more likely to behave in response to their internal demand, for example, one’s goals and aspirations.

Question 30

Stability

Answer 30

Stability refers to whether people consider the outcome to be replicable or not. A stable outcome means that it will likely lead to the same result when the same behavior is repeated. An unstable outcome means that when the same behavior is repeated, the outcome is likely to be different. A positive outcome is fundamental to having a higher motivation. When an outcome is desirable and is stable, an individual will be more motivated to repeat the behavior that leads to such an outcome.

Question 31

Control

Answer 31

People attribute outcomes as either controllable or not controllable (uncontrollable). If people attribute an outcome to being controllable, they are likely to have a higher motivation than when an outcome is uncontrollable.

Question 32

How are control and stability different?

Answer 32

Control and stability are different in that control refers to whether one is capable of performing a behavior that will lead to an outcome, while stability refers to the relationship between a behavior and an outcome.

Question 33

What are the two types of forces that people are motivated by?

Answer 33

They are motivated intrinsically by forces that are inside themselves and extrinsically by forces that are outside themselves.

Question 34

The Self-Determination Theory

Answer 34

The self-determination theory suggests that everyone has three inherent psychological needs that must be met in order for their psychological well-being to be maximized: Autonomy, Competence, Relatedness

Question 35

Autonomy as a need

Answer 35

Autonomy - Everyone has a need to feel in charge of their own actions. Everybody has an internal aversion to being controlled and must feel that they have the freedom to choose how they perform tasks.

Question 36

Competence as a need

Answer 36

Competence - Everyone must feel that they have the ability to perform the task adequately and control the outcome.

Question 37

Relatedness as a need

Answer 37

Relatedness- Everyone has the need to be included as part of the group.

Question 38

The Cognitive Evaluation Theory

Answer 38

An interesting sub-theory of the self-determination theory is the Cognitive Evaluation Theory, which further explains the relationship between intrinsic and extrinsic motivation.

Question 39

What is the relationship between intrinsic and extrinsic motivation in cognitive evaluation theory?

Answer 39

According to the Cognitive Evaluation Theory, extrinsic motivation, which decreases autonomy, reduces intrinsic motivation. In other words, all people have a strong desire to determine their own actions, and taking away this feeling of control from a task a person enjoys doing will decrease the pleasure that person derives from the activity.

Question 40

Motivation

Answer 40

Motivation is defined as the psychological process that initiates, guides, and maintains goal-oriented behavior

Question 41

Needs-based theories of motivation

Answer 41

Needs-based theories of motivation are founded on the belief that an individual’s behavior is driven by actions that satisfy their needs and wants

Question 42

Maslow’s Hierarchy of Needs

Answer 42

Maslow’s Hierarchy of Needs, developed by Abraham Maslow, a prominent psychologist of the twentieth century, states that every human has hierarchically based needs. There are five needs in Maslow’s hierarchy, and each need must be mostly fulfilled before the person can move on to satisfying the next level of need. Maslow’s needs are physiological, safety, social, esteem, and self-actualization.

Question 43

Frederick Herzberg, Two-Factor Theory

Answer 43

Frederick Herzberg, Two-Factor theory. Hertzberg believed there are two sets of factors that impact motivation. These are hygiene factors and motivator factors. Hygiene factors, such as a clean, comfortable work environment and job security, do not increase motivation but, if not present, can decrease motivation. Motivators, such as meaningful work and the opportunity to grow within the company, do not lower motivation if absent, but must be present in order to increase motivation.

Question 44

Clayton Alderfer’s ERG Theory

Answer 44

The ERG Theory, authored by Clayton Alderfer, is a variation on Maslow’s hierarchy of needs theory. Alderfer posits that needs fall into three hierarchical categories - existence, relatedness, and growth. Alderfer’s theory proposes that an individual can work on different needs at the same time. And that as time passes, the ranking and importance of an individual’s needs can change.

Question 45

Acquired Needs Theory

Answer 45

The Acquired Needs Theory, developed by David McClelland, states there are only three needs (achievement, affiliation, and power) and a person acquires these needs as they experience life.

Question 46

Henderson’s Nursing Need Theory

Answer 46

Henderson’s Nursing Need Theory was developed by Virginia Henderson. Her theory seeks to document the needs that motivate nurses to work with a patient to fulfill a person’s desire to acquire and maintain good health and independence. There are four concepts that are key to Henderson’s theory - the individual, the environment, health, and nursing.

Question 47

Deficiency Needs

Answer 47

Under Maslow’s theory, the first four levels of need (physiological, safety, social, and esteem) are considered deficiency needs. This means that one is motivated to fulfill these needs because they perceive that they do not have enough of a particular set of needs

Question 48

Growth Needs

Answer 48

The fifth level of Maslow’s theory is the self-actualization level, and it is considered a growth need. The growth need is not marked by the lack of something, but by the need to grow as a person.

Question 49

Physiological Stage of Maslow’s Needs

Answer 49

Physiological are the most basic needs that each person must possess to exist in this world - air, food, water, shelter, sleep, sex, clothing, and warmth, to name a few. In the workplace, physiological needs can be a clean and comfortable place to work, and adequate time to take care of personal needs like eating and bathroom breaks. Without these basic items, there is no way that a person can pursue fulfilling higher-level needs.

Question 50

Safety Stage of Maslow’s Needs

Answer 50

Safety needs are those items that allow each person to feel safe and secure in their environment. All people seek some level of order, predictability, and control in their lives. Safety needs can be fulfilled by family and society (schools, police, and medical care). Other safety needs that contribute toward fulfillment at this level are emotional security, financial security, freedom from fear, social stability, health, and wellbeing. In the workforce job security and adequate pay for the work performed are representative of safety needs.

Question 51

Social level of Maslow’s Needs

Answer 51

The next level in Maslow’s hierarchy is the social level. The feeling that one belongs. Belongingness, being connected or part of a group, is represented by friendship, intimacy, trust, acceptance, receiving and giving affection, and love. In the workplace a collegial and welcoming work environment, and working with

Question 52

Esteem level of Maslow’s Needs

Answer 52

Esteem is the fourth level of Maslow’s theory and is the last of the deficiency needs. Success at this level results in feelings of self-worth. Maslow posited that esteem falls into two categories. The first is the esteem for ones-self (dignity, mastery, and independence). The second is the desire for respect from others (prestige and status). Managers can best fulfill this need for their employees by acknowledging and recognizing an employee’s success in an appropriate manner.

Question 53

Self-Actualization level of Maslow’s Needs

Answer 53

The final level of Maslow’s hierarchy is self-actualization. It is at this level that a person strives to accomplish everything that one can, to become the most that one can be. Managers can help employees reach this level by providing them adequate opportunities to fully utilize their skills and talents.

Question 54

Extended Hierarchy of Needs

Answer 54

In 1970, Maslow expanded his five-level theory to include three additional levels: cognitive (knowledge, understanding, and curiosity), aesthetic (appreciation of and search for beauty and balance), and transcendence (religious faith, service to others). With the addition of these three additional sets of needs, Maslow’s needs ranking is: physiological, safety, social, esteem, cognitive, aesthetic, self-actualization, and transcendence. All three of these additional levels of needs joined self-actualization as growth needs.

Question 55

What does ERG stand for in the ERG theory of motivation?

Answer 55

Existence
Relatedness
Growth

Question 56

Existence as a need

Answer 56

Same as Maslow’s physiological needs and security needs

Question 57

Relatedness as a need

Answer 57

Same as Maslow’s Esteem Needs and Social Needs

Question 58

Growth as a need

Answer 58

Same as Maslow’s self actualization needs

Question 59

Frustration-Regression Principle

Answer 59

The phrase frustration-regresson in Alderfer’s ERG theory refers to the tendency of an individual to satisfy their lower-order needs when they are not meeting their higher-order needs.

Question 60

Progression-Principle

Answer 60

Lower level needs must be met before higher level needs

Question 61

Deficit Principle

Answer 61

Once a need is satisfied, it is no longer a motivator because an individual will take action only to satisfy unmet needs