W.3 Motivation and goal-setting

Question 1

What monetary rewards can and cannot do: How to show employees the money.

Answer 1

(Aguinis, Joo, & Gottfredson, 2013)

Question 2

Objective performance improvements highest when employees

Answer 2

have monetary incentive (compared to those who got social recognition/performance feedback instead) (Aguinis, Joo, & Gottfredson, 2013)

Question 3

Generous amounts of monetary incentives can fail to

Answer 3

motivate and even lead to counterproductive outcomes, ie financial misrepresentation activities (Aguinis, Joo, & Gottfredson, 2013)

Question 4

When promised super high monetary incentives, employees

Answer 4

can suffer declined performance levels due to heightened fear of failure (Aguinis, Joo, & Gottfredson, 2013)

Question 5

Employees can develop sense of entitlement

Answer 5

to certain payouts and payouts can fall short of expectations which create -ve reactions: pay dissatisfaction, intentions to quit company (Aguinis, Joo, & Gottfredson, 2013)

Question 6

Types of monetary rewards include

Answer 6

base pay, cost of living adjustments, short/long-term incentives (Aguinis, Joo, & Gottfredson, 2013)

Question 7

Studies found employee’s productivity increased

Answer 7

by 30% when individual monetary incentives were introduced (Aguinis, Joo, & Gottfredson, 2013)

Question 8

Even though pay not acknowledged as a critical factor in most surveys it’s

Answer 8

super important for job acceptance

Aguinis, Joo, & Gottfredson, 2013

Question 9

the reason monetary rewards so powerful in attracting & retaining top performers is that

Answer 9

they help meet variety of basic needs + higher level needs (seen as symbol of status & personal accomplishment)
(Aguinis, Joo, & Gottfredson, 2013)

Question 10

what can’t monetary rewards do?

Answer 10

improve job-relevant rewards, skills and abilities (knowledge, skills and abilities). Bc of this, it’s counterproductive to rely on monetary rewards to improve KSAs instead of just a lack of motivation (Aguinis, Joo, & Gottfredson, 2013)

Question 11

$ rewards don’t necessarily improve

Answer 11

job quality & job enrichment which comes from the personal meaning derived by individuals.
Ie, $ rewards won’t increase autonomy and participation in work-force, (Aguinis, Joo, & Gottfredson, 2013)

Question 12

No way to prevent (Aguinis, Joo, & Gottfredson, 2013)

Answer 12

unethical practices by employees in their gain for monetary rewards

Question 13

Overall, $ rewards can improve employee motivation & performance bc

Answer 13

they can satisfy a wide range of low& high level needs, but use of $ rewards doesn’t always lead to desirable outcomes.

Question 14

Guidelines to Implementing Effective Monetary Reward Systems: Best-practice recommendations on how to use $ rewards effectively (Aguinis, Joo, & Gottfredson, 2013)

Answer 14

1. Define and measure performance accurately
2. Make rewards contingent on performance,
3. Reward employees in a timely manner,
4. Maintain justice in the reward system,
5. Use monetary and nonmonetary rewards

Question 15

(Aguinis, Joo, & Gottfredson, 2013) 1. Define and measure performance accurately

Answer 15

Specify what employees are expected to do, as well as what they should refrain from doing.
Align employees’ performance with the strategic goals of the organization.
Standardize the methods used to measure employee performance.
Measure both behaviors and results. But, the greater the control that employees
have over the achievement of desired outcomes, the greater the emphasis should be on measuring results

Question 16

2. Make rewards contingent on performance,

Answer 16

Ensure that pay levels vary significantly based on performance levels.
Explicitly communicate that differences in pay levels are due to different levels
of performance and not because of other reasons.
Take cultural norms into account. For example, consider individualism-collectivism when deciding how much emphasis to place on rewarding individual versus team performance.

Question 17

3. Reward employees in a timely manner,

Answer 17

Distribute fake currencies or reward points that can later be traded for cash, goods, or services.
Switch from a performance appraisal system to a performance management system, which encourages timely rewards through ongoing and regular evaluations, feedback, and developmental opportunities.
Provide a specific and accurate explanation regarding why the employee received the particular reward

Question 18

4. Maintain justice in the reward system,

Answer 18

Only promise rewards that are available.
When increasing monetary rewards, increase employees’ variable pay levels instead of their base pay.
Make all employees eligible to earn rewards from any incentive plan.
Communicate reasons for any failure to provide promised rewards, changes in the amount of payouts, or changes in the reward system.

Question 19

5. Use monetary and non-monetary rewards

Answer 19

Don’t limit the provision of non-monetary rewards to noneconomic rewards.
Rather, use not only praise and recognition, but also non-cash awards consisting of various goods and services.
Provide non-monetary rewards that are need-satisfying for the recipient.
Distribute non-monetary rewards based on the other four principles of using monetary rewards effectively.
Use monetary rewards to encourage voluntary participation in non-monetary reward programs that are more directly beneficial to employee or organizational performance.

Question 20

“The Power of Small Wins”

Answer 20

(Amabile, & Kramer, (2011))

Question 21

Progress principle is a workplace phenomenon: of all things that can

Answer 21

boost emotions, motivation & perceptions during a workday, the most important is making progress in meaningful work.

Question 22

More frequent that sense of progress is felt,

Answer 22

the more likely they are to be creatively productive in the long run.

Question 23

best thing managers can do is (Amabile, & Kramer, (2011))

Answer 23

to focus on providing catalysts & nourishers that allow projects to move forward while removing obstacles that result in setbacks.

Question 24

“The Power of Small Wins” (Amabile, & Kramer, (2011)) Inner work life & performance

Answer 24

A central driver of creative, productive performance is quality of a person’s inner work life → mix of emotions, motivations & perceptions over the course of a workday.
Survey found ppl most creative when they feel their inner work lives are positive (ie happy, intrinsically motivated by the work itself & have positive perceptions of their colleagues & the organisation)

Question 25

(Amabile, & Kramer, (2011))

Apart from progress, catalysts

Answer 25

(actions directly supporting work) and nourishers (shows of encouragement & respect) were found on best days

Inhibitors (actions that hinder work), and toxins (discouraging events) were found on bad days

Question 26

On progress days people were ….. + what happened to their perceptions

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 26

intrinsically motivated by interest in & enjoyment of the work itself
Perceptions changed too → progress days ppl perceived more positive challenges in their work, saw teams as being mutually supportive & reported more positive interactions btw teams & supervisors
Deteriorating perception, frustrations, sadness followed setbacks

Question 27

Minor milestones

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 27

Major breakthroughs whilst great are quite rare → it’s the small wins that boost inner work life heaps
Even ordinary incremental progress can boost mood & engagement in work & happiness
BUT, small losses or setbacks can have extremely negative effects on inner worklife

Question 28

how to support progress?

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 28

thru catalysts & nourishers

Question 29

catalysts

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 29

actions that support work (setting clear goals, allowing autonomy
Managers need to communicate how the work of employees contributes value

Question 30

nourishers

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 30

Nourishers are acts of interpersonal support, ie support & recognition, encouragement, emotional comfort & opportunities for affiliation

Question 31

what do catalysts & nourishers do?

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 31

can alter meaningfulness of work by shifting people’s perceptions of their jobs & even themselves

Question 32

How can managers be effective in creating progress?

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 32

1. Create a positive climate one event at a time to create behavioural norms for the whole team
   (Respond to issues not by panicking or pointing fingers but by identifying problems & their causes & developing a coordinated action plan)
2. Stay attuned to team’s everyday activities & progress, (starts by having a non judging mental climate)
3. Managers target support according to recent events in the team & the project, to anticipate what type of intervention ie catalyst, removal of an inhibitor, nourisher or antidote to toxin would have greatest impact on team members’ inner work lives & progress
4. Managers establish themselves as a resource for team members rather than a micromanager, checking in not checking up (checking up is failing to allow autonomy in work, just asking about work rather than providing any real help, quick to affix personal blame when problems arise, tend to hoard info to use as a secret weapon etc)
   Whilst it can be hard to form these habits awareness for managers is key, requires discipline

Question 33

what is the progress loop?

“The Power of Small Wins” (Amabile, & Kramer, (2011))

Answer 33

= Inner work life drives performance. Good performance enhances inner work life. Promoting this loops helps management in the sense that employees show up to work motivated and ready to perform well at their tasks

Question 34

3 elements of motivation

Answer 34

Direction → influenced by goals, functional or dysfunctional

Intensity → how hard someone tries to perform a particular behaviour, quality of effort is also important

Persistence → how long someone can maintain effort is indicative of motivation. The longer they persist in the face of obstacles → higher motivation

Question 35

motivation definition

Answer 35

the process that accounts for an individual’s direction of behaviour, intensity of effort, and persistence or duration of effort toward the attainment of a set goal.

Question 36

3 theories of motivation

Answer 36

1. Locke and Latham’s goal setting theory
2. Bandura’s self-efficacy theory
3. Deci and Ryan’s self determination theory and different types of motivation

Question 37

1. Locke and Latham’s goal setting theory

Answer 37

1. Deliberation phase (which goal to choose)

2. Implementation → how to pursue the goal

Question 38

goal

Answer 38

ocuses attention, defines what needs to be done, any deliberate or voluntary action is driver by a goal

Question 39

1. Locke and Latham’s goal setting theory goal setting guidelines

Answer 39

1. Set specific goals
2. Set challenging goals (more motivating than easy goals, must be above current skill level)
3. Commit to goals (commit better if you set them yourself, set it participatively)
4. Receive feedback (+ve feedback very motivating, must give info about how your progressing & what you’re doing right)
   (-ve feedback: must be constructive, focusing on behaviour to be changed instead of the person, show the person how to change)

Question 40

2. Bandura’s self-efficacy theory

Answer 40

Bandura’s social cognitive theory defines self-efficacy as an individual’s beliefs about their capabilities to successfully complete various tasks being asked of them.
It greatly influences our effort into a task, direction of actions, feelings & thoughts before & after we complete a task

Question 41

2. Bandura’s self-efficacy theory - what does it say about your self-efficacy & what it’s likely to influence

Answer 41

Your level of self-efficacy is likely to influence your motivation as it influences the direction of your behaviour, the intensity and persistence of your effort, as well as the types of goals you set.

Question 42

what is a key ingredient in goal setting?

Bandura, 1977

Answer 42

Self-efficacy a key ingredient in goal setting, if you believe you can achieve a goal, that belief enhances the probability that you will achieve it

Question 43

sources of self-efficacy

Answer 43

1. Mastery experiences (performing a task effectively, strengthens it, but failing to perform task effectively can weaken self-efficacy), ie breaking tasks down into chunks
2. Social modelling or vicarious experience (witnessing others successfully completing a task)
3. Social persuasion (being persuaded that you can do the task by another person)
4. Physiological and emotional stress reactions → it’s about how we perceive & interpret them, recognising nerves as a good thing which energises you

Question 44

Growth of self-efficacy continues

Answer 44

to evolve throughout life

Question 45

3. Deci and Ryan’s different types of motivation

Answer 45

Intrinsic motivation (doing it because the task itself is fun, leads to best outcomes)
extrinsic motivation (a more controlling motivation, ie to obtain a reward or to avoid a punishment, can also be autonomously driven ie giving blood)
Extrinsic autonomous motivation leads to best outcome

Question 46

Intrinsic sources of motivation are

Answer 46

usually the most motivating, while extrinsic sources of motivation are less motivating. However, these exist on a spectrum and if you can develop extrinsic autonomous motivation, such as by feeling your work is important to you, then this type of extrinsic motivation is still beneficial.

Question 47

what do deci and ryan say about what we need to be satisifed with our work?

Answer 47

important for us to feel autonomous, competent, and related to others.

Question 48

downside of rewards? Deci and Ryan

Answer 48

an skew focus and lead to less creativity

Self direction works better for engagement

Question 49

According to Ryan and Deci, behaviour that is self-determined or intrinsically motivated is most likely to occur when

Answer 49

an individual’s need to feel competent, autonomous, and related to others are met.

Question 50

Relationship between pay (extrinsic motivation) and job satisfaction:

Answer 50

weak correlation Employees report similar job satisfaction regardless of salary (Judge et al 2010)

Question 51

Can extrinsic rewards by harmful for motivation?

Answer 51

Tangible rewards tend to have substantially -ve effect on intrinsic motivation, as they decrease intrinsic motivation

Question 52

How to manage motivational needs (Deci and Ryan).

To be well motivated, employees need 3 things:

Answer 52

1. Competent → feel they can master their environment,
2. Autonomous → feel that what they’re doing reflects who they are
   Can increase own sense of autonomy by doing the things that matter to you
   Explain importance of work to others
3. Related to others → teamwork, social events & more interactions with clients
   Managers must listen & be empathetic with employees
   Not all rewards are bad for intrinsic motivation ie commending others on their work
   Rewards & deadlines only diminish motivation if people see them as coercive

Question 53

According to goal-setting theory, there are four guidelines to follow, these are:

Answer 53

Being committed to your goals, setting specific, challenging goals and receiving feedback

Question 54

According to self-determination theory, behavior that is intrinsically motivated, is influenced by the need to:

Answer 54

According to Deci & Ryan’s self-determination theory, for individuals to be satisfied with work, it is important to feel competent, autonomous and related or connected to others.