Theories of Work Motivation

Question 1

Motivation

Answer 1

The extent to which persistent effort is applied toward a goal

Question 2

Effort

Answer 2

is the strength of the persons work related behaviour, or the amount of effort the person exhibits on the job

Question 3

Persistence

Answer 3

that individuals exhibit in applying effort to their work tasks

Question 4

Direcition (also quality)

Answer 4

of the person’s work behaviour, do workers channel persistence effort in a direction that benefits the organization

Question 5

Goals

Answer 5

all motivated behaviour has some goal or objective toward which it is directed

Question 6

Why do we care about Motivation

Answer 6

Key driving factor for task performance

Question 7

Performance

Answer 7

f(ability x motivation).
- is the extent to which an orgnaizational member contributes to achieving the objectives of the organization

Question 8

General cognitive ability

Answer 8

is a person’s basic information-processing capacities and cognitive resources

Question 9

Emotional Intelligence

Answer 9

The ability to understand and manage one’s own and others’ feelings and emotions

Question 10

Additive Model

Answer 10

Effect of ability and motivation on performance is independent and compensatory.

Question 11

Needs theories:

Answer 11

are motivation theories that specify the kinds of needs people have and the conditions under which they will be motivated to satisfy these needs in a way that contributes to performance

Needs → Behaviour → Incentives and Goals

Question 12

Maslow’s Hirearchy of Needs

Answer 12

Phsycolgical needs
Safety needs
Belogningness needs
Esteem needs
Self-actualization needs

Question 13

Alderfer’s ERG Theory

Answer 13

• Existences needs - food, water, shelter
• Relatedness needs - satisfied by open communication
• Growth needs - fulfilled by strong personal involvement in the work setting

Question 14

McClelland’s Theory of Needs

Answer 14

A nonhirearchal need theory of motivation that outlines the conditions under which certain needs result in particular patterns of motication

Question 15

need for achievement (n Ach)

Answer 15

have a strong desire to perform challenging tasks well, they exhibit the following qualities

Question 16

Need for affiliation (n Aff)

Answer 16

a strong desire to establish and maintain friendly, compatible interpersonal relationships

Question 17

Need for power (n Pow) -

Answer 17

a strong desire to influence others, making a significant impact or impression

Question 18

Self Determination Theory

Answer 18

A theory of motivation that relates to the satisfaction of three basic psychological needs to autonomous motivation and controlled motivation

• All individuals have three innate basic psychological needs that are important for psychological growth and well being: competence, autonomy, and relatedness

Question 19

Autonomous motivation

Answer 19

self motivation or intrinsic motivation that occurs when people feel they are in control of their motivation

Question 20

Controlled motivation

Answer 20

• motivation that is externally controlled, such as when one is motivated to obtain a desired consequence or extrinsic award

Question 21

Autonomy support

Answer 21

• providing employees with choice and encouragement for personal initiative
• Positively related to the satisfaction of the needs for competence, relatedness, and autonomy

Question 22

Process theories

Answer 22

are motivation theories that specify the details of how motivation occurs

Question 23

Expectancy theory

Answer 23

a process theory that sates that motivation is determined by the outcomes that people expect to occur as a result of their actions on the job

• outcomes - consequences from work behaviour
• instrumentality - the probability that a particular first-level outcome will be followed by a particular second-level outcomes
• Valance the expected value of work outcomes; the extent to which they are attractive or unattractive

Question 24

Equity theory

Answer 24

• A process theory that states that motivation stems from a comparison of the inputs one invests in a job and the outcomes one receives in comparison with the inputs and outcomes of another person or group
• Individuals are motivated to maintain an equitable exchange relationship
• Gender and equity

Question 25

Goal Setting Theory

Answer 25

a process theory that states that goals are motivational when they are specific and challenging, when organizational members are committed to them, and when feedback about progress toward a goal attained is provided

Question 26

Goal Commitment

Answer 26

• Goal specify - specific and an exact time frame
• Goal challenge - challenging = motivating
• Goal commitment
  Goal feedback

Question 27

Enhancing

Answer 27

Participation
Rewards
Management support

Question 28

Goal orientation

Answer 28

an individuals goal preferences in achievement situations

Question 29

Learning goal orientation

Answer 29

preference to learn new things and develop competence in an activity by acquiring new skills and mastering new situations

Question 30

Performance-prove goal orientation

Answer 30

a preference to obtain favourable judgments about the outcomes of one’s performance

Question 31

Performance -avoid goal orientation

Answer 31

a preference to avoid negative judgmenta about the outcome of one’s performance

Question 32

Goal proximity - distant

Answer 32

is a long term or end goal, such as achieving a certain level of sales performance

Question 33

Proximal goal

Answer 33

is a short term goal or sub goal that is instrumental for achieving a distal goal

• Breaking down a distal goal into smaller, more attainable sub goals

Question 34

Intrinsic motivation

Answer 34

motivation that stems from the direct relationship between the worker and the taks, it is usually self-applied

• Feelings of achievement, accomplishment, challenge, and competence
• Wanting to do a task for its own sake (e.g., interesting)
• Usually self-applied, from inside
• Strong and stable impacts

Question 35

Extrinsic motivation

Answer 35

• Wanting to do a task to obtain external reward (e.g., money, recognition)
• Usually applied by others (managers), from outside
• Only work in certain situations, not long lasting
• motivation that stems from the work environment external to the task, it is usually applied by others
• Pay, fringe benefits, company policies, and various forms of supervision

Question 36

What can Managers do

Answer 36

Boost expectencies: increase self-efficacy
- training and mentoring, feedback

Question 37

Boost instrumentiality: clarify reward contingencies

Answer 37

• objective performance assessments, fair rewards

Question 38

Boost valence of outcomes:

Answer 38

Appreciate diversity needs: be aware of value differences