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PSYCH238 > Theories of Work Motivation > Flashcards

Theories of Work Motivation Flashcards

1
Q

Motivation

A

Extent to which persistent effort is directed toward a goal
Effort, persistence, direction, goals
Temporary and fleeting

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2
Q

Effort

A

How much energy, enthusiasm, vigour, intensity

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3
Q

Persistence

A

How long
Continued activation and direction despite hardships, obstacles, failures

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4
Q

Direction

A

For what/quality
Good directions are channeling energy toward goals that benefit the organization

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5
Q

Intrinsic Motivation

A

Stems from direct relationship between the worker and the task
Feelings of achievement, accomplishment, challenge, and competence derived from performing job
Strongly related to quality of performance
More beneficial for performance on complex tasks

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6
Q

Extrinsic Motivation

A

Stems from work environment external to the task
Usually applied by another person
E.g. pay, benefits, company policies
Strongly related to quantity of performance
More beneficial for performance on simple and mundane tasks
Can reduce the intrinsic motivation stemming from the task itself

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7
Q

Performance

A

Extent to which an organizational member contributes to achieving the objectives of the organization
Amount, persistence, and direction of effort lead to motivation

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8
Q

General Cognitive Ability

A

Person’s basic info-processing capacities and cognitive resources
E.g. verbal, numerical, spatial, and reasoning abilities
Predicts career success, learning, performance, etc

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9
Q

Emotional Intelligence

A

Ability to understand and manage one’s own and others’ feelings and emotions

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10
Q

Self Interest

A

Psychological egoism
Hedonism: maximize utility (approach pleasure avoid pain)

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11
Q

Need Theories

A

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
Focus on WHAT motivates workers

Maslow’s Hierarchy
ERG Theory
Theory of Needs
Self determination theory

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12
Q

Maslow’s Hierarchy of Needs

A

Motivation depends on person’s position in the need hierarchy
Needs are invariant
Prepotency: lowest unsatisfied need becomes largest motivator
Physiological, safety, belongings, esteem, and self actualization needs

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13
Q

Physiological Needs

A

Needs required for survival including food, water, oxygen, shelter
In an organization could include minimum pay required to survive and good working conditions

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14
Q

Safety Needs

A

Need for security, stability, freedom from anxiety, and structured and ordered environment
In an organization safe work conditions, fair and sensible rules and regulations, job security, comfortable work environment, pension and insurance plans, pay above min need for survival

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15
Q

Belongingness Needs

A

Need for social interaction, affection, love, companionship, friendship
In an organization opportunities to interact with others, friendly and supportive supervision, opportunity for teamwork, opportunity to develop new social relationships

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16
Q

Esteem Needs

A

Needs for feelings of adequacy, competence, independence, strength and confidence, appreciation and recognition of these characteristics by others
In an organization opportunity to master tasks leading to feelings of achievement and responsibility, awards, promotions, professional recognition

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17
Q

Self Actualization Needs

A

Desire to develop true potential as an individual to the fullest extent and to express one’s skills, talents, and emotions in a manner that is most personally fulfilling
In an organization absorbing jobs with potential for creativity and growth as well as a relaxation of structure to permit self development and personal progression

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18
Q

Alderfer’s ERG Theory

A

Similar to Maslow’s, less concrete needs, less rigid
The more lower level needs are gratified, the more higher level need satisfaction is desired
The less higher level needs are gratified, the more lower level need satisfaction is desired
Existence, relatedness, growth needs

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19
Q

Existence Needs

A

Satisfied by material substance or condition (maps onto safety and physiological needs)
E.g. need for food, shelter, pay, safe work conditions

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20
Q

Relatedness Needs

A

Satisfied by open communication and exchange of thoughts and feelings with others (maps onto belongingness and self esteem)
E.g. open, accurate, honest interaction and not by uncritical pleasantness

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21
Q

Growth Needs

A

Satisfied by strong personal involvement in the work setting (maps onto self actualization and self esteem)
E.g. full utilization of one’s skills and abilities and the creative development of new skills and abilities

22
Q

McClelland’s Theory of Needs

A

Needs reflect relatively stable personality characteristics that one acquires through early life experiences and exposure to selected aspects of one’s society
People only have certain needs, not all needs
People will be motivated to seek out and perform well in jobs that match their needs

23
Q

Need for Achievement (n ach)

A

Strong desire to perform challenging tasks well
Preference for situations in which personal responsibility can be taken for outcomes
Tendency to set moderately difficult goals that provide for calculated risks
Desire for performance feedback, concerned with bettering performance
Growth or self actualization need

24
Q

Need for Affiliation (n aff)

A

Strong desire to establish and maintain friendly, compatible interpersonal relationships
Communicate frequently with others
Prefer to avoid conflict and competition, exhibit strong conformity
Belongingness or relatedness need

25
Q

Need for Power (n pow)

A

Desire influence over others, want to make impact on others
Seek out settings where they can be influential
Power can be used in a variety of ways
Corresponds to self esteem need

26
Q

Self Determination Theory

A

Focuses on types of motivation
-Controlled/extrinsic motivation
-Autonomous/intrinsic motivation
-Amotivation
Satisfaction of three basic psychological needs leads to autonomous motivation and controlled motivation

27
Q

Self Determination Theory: Psychological Needs

A

Competence: feeling sense of mastery and being effective at optimally challenging tasks
Autonomy: having choice and feeling volitional in one’s behaviour
Relatedness: feeling connected to others, sense of mutual respect

28
Q

Self Determination Theory: Motivation Types

A

Autonomous motivation: self motivation or intrinsic motivation
Controlled motivation: motivated to obtain a desired consequence or extrinsic rewards (extrinsic motivation)
Amotivation: complete lack of motivation

29
Q

Autonomy Study: Hidden Figures Task

A

Informational feedback during hidden figures (where’s waldo task)
-Not seen as controlling
-Preferred feedback style
-Spent more time engaged in the task
Evaluative feedback during hidden figures (where’s waldo task)
-Scripted statements (e.g. you should try harder, you’re doing excellent work)
-Language communicates controlling nature

30
Q

SOMA Experiment

A

Copies of popular magazines and SOMA pieces on table
Gave break in the middle of each study where researcher left room (every day)
How much time would they do the puzzles for after he left
When external rewards and punishments are sole motivator, they lose intrinsic motivation and motivation drops when reward is taken away

31
Q

Autonomy Support

A

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

32
Q

Process Theories of Motivation

A

HOW motivation occurs

Expectancy theory
Equity theory
Goal setting theory

33
Q

Expectancy Theory

A

Belief that motivation is determined by the outcome that people expect to occur as a result of their actions on the job
Expectancy: probability that effort result in intended result
Instrumentality: probability that effort improves outcomes
Valence: importance of the good outcome

34
Q

Expectancy Theory: Outcomes

A

Consequences that follow certain work behaviours

First level outcomes
Of particular interest to the organization
E.g. productivity level, attendance

Second level outcomes
Consequences that follow attainment of a particular first level outcome
More personally relevant to individual worker
E.g. amount of pay, sense of accomplishment, acceptance by peers

35
Q

Equity Theory

A

Workers compare inputs and outcome received against inputs and outcomes of others
When ratios are equal, feel fair and equitable exchange exists

36
Q

Goal Setting Theory

A

Goals are most motivational when specific, challenging and when organizational members are committed to them

37
Q

Why Do Goals Work

A

Direction: direct attention toward goal relevant activities
Effort: lead to greater effort
Persistence: challenging goals increase and prolong persistence
Strategies: lead to discovery and use of relevant strategies for attainment

38
Q

Good Goals

A

Specific
Challenge (difficult but not impossible)
Commitment (if not committed to goal won’t be motivated by it)
Feedback (feedback compares current performance and goal)

39
Q

GPA & Goal Setting

A

8 step intensive goal setting intervention vs control group
Control group had no GPA increase
Intervention group had a GPA increase across two semesters

40
Q

Goals & Feedback Study

A

Count number of times delivery drivers come to a full stop at stop sign
Baseline: less than half the time are coming to a complete stop
Goal + Feedback: come to full stop 75% of the time, give feedback weekly
When removed feedback, stopping decreased again to what it was at baseline

41
Q

Pitfalls to Goal Setting: Inability

A

Change content of goal

42
Q

Pitfalls to Goal Setting: Negative Feedback

A

Older turkish women facing discrimination in job market
Had many negative self statements about themselves
People who transformed their self statements through verbal self guidance were more likely to find work
Differences persist one year later

43
Q

Pitfalls to Goal Setting: Ethics

A

More people lied about performance when there was a specific goal
Even more lied when there was a goal and reward
Incentives enhance motivation of goals which can promote unethical behaviour

44
Q

Enhancing Goal Commitment

A

Participation
Rewards
Management support

45
Q

Goal Commitment

A

Attachment to or determination to reach a goal
Extent to which discrepancy will motivate you is dependent on your commitment to the goal
People with low goal commitment, goal difficulty has no effect on performance
People with high goal commitment increase performance with high goals

46
Q

Goal Orientation

A

Individual’s goal preferences in achievement situations
Learning, performance-prove, performance avoid

47
Q

Learning Goal Orientation

A

Most concerned about learning something new and developing their competence in an activity by acquiring new skills and mastering new situations

48
Q

Performance-Prove Goal Orientation

A

Concerned about demonstrating their competence in performing a task by seeking favourable judgments about the outcome of their performance

49
Q

Performance-Avoid Goal Orientation

A

Concerned about avoiding negative judgements about the outcome of their performance

50
Q

Goal Proximity

A

Distal goal: long term or end goal (e.g. certain level of sales performance)
Proximal goal: short term goal or sub-goal is instrumental for achieving a distal goal (progress markers for distal goals)

PSYCH238 (13 decks)

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