Week 13: Motivating (Ch. 13)

Question 1

Individual motivation and job performance equation

Answer 1

Motivation is a set of forces that initiates, directs, and make people persist in their efforts to pursue a goal.
Performance = Ability x Motivation

Per equation can also be the “can do x will do”

Question 2

Needs theories- similarities and differences

Needs (Maslow, Alderfer, McClelland)

Answer 2

Maslow’s hierarchy of needs suggests that people are motivated by physiological (food and water), safety (physical and economic), belongingness (friendship, love, and social interaction), esteem (achievement and recognition), and self-actualization (realizing your full potential) needs.
Alderfer’s ERG theory collapses Maslow’s five needs into three: existence (safety and physiological needs), relatedness (belongingness), and growth (esteem and self-actualization).
McClelland’s acquired-needs theory suggests that people are motivated by the need for affiliation, the need for achievement, or the need for power.

Question 3

Job characteristics

3 Job characteristics blocks -> 3 psyc states -> outcomes

Answer 3

Question 4

Goals work best when…

Answer 4

• Difficult and specific
• Person is commited to pursuit and is confident
• Feedback is provided
• Task is fairly well leavied

Question 5

Latham and Baldes study

Answer 5

There was a dramatic incrase in performance after a goal was set and performance was sustained seven years after the goal was first set

Question 6

Equity Theory

more like an equation

Answer 6

There can also be underreward and overrewards

Also known as Distributive fairness

Question 7

Fairness theory

Answer 7

Three perceptions of fairness:
* Distributive (this is equity theory!)
* Procedural
* Interactive

Relevance for Managers
* Efforts to be fair multi-faceted
* Being perceived as fair helps avoid
serious problems at work

Question 8

Greenberg study

Answer 8

Question 9

Maslow theory

Answer 9

Maslow’s hierarchy of needs suggests that people are motivated by 5 needs
1. physiological (food and water),
1. safety (physical and economic),
1. belongingness (friendship, love, and social interaction),
1. esteem (achievement and recognition),
1. self-actualization (realizing your full potential).

Question 10

Reinforcement theory

Answer 10

Reinforcement theory says that behavior is a function of its consequences, that behaviors followed by positive consequences (that is, reinforced) will occur more frequently

Question 11

Expectancy theory

Answer 11

Vvalence, expectancy, and instrumentality. holds that people make conscious choices about their motivation. The three factors that affect those choices are valence, expectancy, and instrumentality.

Question 12

Valence, expectancy, and instrumentality.

Expectance Theory

Answer 12

Valence is simply the attractiveness or desirability of various rewards or outcomes.
Expectancy is the perceived relationship between effort and performance.
Instrumentality is the perceived relationship between performance and rewards.

Question 13

Motivating with the Basics

Answer 13

Ask people what their needs are.
Satisfy lower-order needs.
Expect people’s needs to change.

Question 14

Motivating with the Equity Theory

Answer 14

Look for and correct major inequities
Reduce employees’ inputs.
Make sure decision-making processes are fair

Question 15

Motivating with the Expectancy Theory

Answer 15

Systematically gather information to find out what employees want from their jobs
Take specific steps to link rewards to individual performance
Empower employees to make decisions if management really wants them to believe that their hard work and effort will lead to good performance.

Question 16

Motivating with the Reinforcement Theory

Answer 16

There are five steps to motivating workers with reinforcement theory:
1. Identify,
2. Measure,
3. Analyze,
4. Intervene,
5. Evaluate critical performance-related behaviors.

Question 17

Motivating with the Goal Setting Theory

Answer 17

Managers can do five things
1. Assigning specific, challenging goals.
2. Don’t set too many goals for employees.
3. Managers should make sure workers truly accept organizational goals.
4. Don’t just set goals; figure out how to remove the obstacles.
5. Managers should provide frequent, specific, performance-related feedback.