Week 4 Foundations of Employee Motivation Flashcards
1
Q
Employee Engagement is defined as an Individual’s _____ and cognitive (logical) _____, particularly a focused, intense, _____ and purposive effort toward work-related _____
A
emotional, motivation, persistent, goals
2
Q
Employee engagement reflects ____ _____ in the work place, as well as high _____: believe you have the ability, role clarity and resources to get the job done
A
high absorption, self-efficacy
3
Q
Drives are _____ needs (emotional)
A
primary
4
Q
Needs are ___
A
secondary
5
Q
Drives + needs =
A
decisions and behaviours.
6
Q
Self concept, social norms and past experience effect
A
drives, needs, decisions and behaviour
7
Q
The following are _____
- Hardwired brain characteristics (neural states) that energise individuals to maintain balance by correcting deficiencies
- Prime movers of behaviour by activating emotions
are both
A
Drives
8
Q
Drives are ___, needs are ____
A
innate, shaped
9
Q
Characteristics of needs
A
- Goal-directed forces that people experience.
- Drive-generated emotions directed toward goals
- Goals formed by self-concept, social norms, and experience
10
Q
Maslow’s Needs Hierarchy Theory
A
- 1 self-actualisation
- 2 Esteem
- 3 Belongingness
- 4 Safety
- 5 Physiology
11
Q
Need to know and need for beauty is also a need but it
A
doesn’t quite fit in the hierarchy
12
Q
Maslow suggests that the _____ unmet need is _____. When satisfied, next higher need becomes _____ _____
A
lowest, strongest, primary motivator
13
Q
Self-actualisation is a
A
growth need because people desire more rather than less of it when satisfied
14
Q
Maslow’s theory lacks empirical support because
A
People have different hierarchies
Needs change more rapidly than Maslow stated
15
Q
Hierarchy models wrongly assume that everyone
A
has the same (universal) needs hierarchy
16
Q
Needs hierarchies are shaped by person’s own
A
values and self-concept
17
Q
Maslow contributed these perspectives to the motivation theory
A
- Holistic perspective
- Humanistic perspective
- Positive perspective
18
Q
Holistic perspective is an
A
Integrative view of needs
19
Q
Humanistic perspective is
A
Influenced by social dynamics, not just instinct
20
Q
The Positive perspective pays attention to
A
strengths (growth needs), not just deficiencies
21
Q
Learned Needs Theory suggests that
A
Needs are amplified or suppressed through self-concept, social norms and past experience
22
Q
Needs can be strengthened through
A
reinforcement, learning and social conditions
23
Q
Three Learned Needs- Davide mcClelland examine these 3 learned needs
A
- Need for achievement
- Need for affiliation
- Need for power
24
Q
A need in which people want to accomplish reasonably challenging goals, want responsibility, direct feedback and recognition responsibility
A
Need for achievement nAch
25
Need for ______: need in which people seek _____ from others and to avoid conflict. Effective executives have lower need for _____ _____.
affiliation approval, conform, social approval
26
Need for _____: A need in which people want to _____ one’s environment (people, material, resources)
to benefit themselves or others (Personalised versus _____ power)
power, control, socialised
27
Four-drive is a motivation theory theory was developed by
Paul Lawrence and Nitin Nohria
28
Four-drive theory is a motivation theory based on the four innate drives to:
* Acquire
* Bond
* Comprehend
* Defend
29
Drive to Acquire characteristics
* Drive to take/keep objects and experiences
| * Basis of hierarchy and status
30
Drive to _____ characteristics: Drive to form and social commitments. The basis of social _____
and preventative of anti social behaviour, that can impact upon success.
Bond, relationships, identity
31
Drive to Comprehend characteristics
* Drive to satisfy curiosity
| * To understand environment and self
32
Drive to Defend characteristics
* Need to protect ourselves
* Reactive (not proactive) drive
* Basis of fight or flight
33
Four Drives Affect
Motivation
34
Four drives determine which _____ are automatically tagged to incoming information
emotions
35
Drives generate _____ and often _____ emotions that demand our attention
independent, competing
36
_____ skill set relies on social norms, personal values and _____ to transform drive-based emotions into _____-directed choice and effort
Mental, experience, goal
37
Social norms, personal values and experience transform drive-based emotions into
goal-directed choice and effort
38
Four-drive theory implies that there is a provision of balanced opportunity for employees to fulfil all four drives as employees continually seek fulfilment of
drives avoid having conditions support one drive more than others
39
Expectancy of Motivation
E-P expectancy
P-O expectancy
Valence
40
Ways of Increasing E–to–P Expectancies
* Develop employee competencies
* Match employee competencies to jobs
* Provide role clarity and sufficient resources
* Provide behavioural modelling
41
* Measure performance accurately
* Increase rewards with desired outcomes
* Explain how rewards are linked to performance
Ways of Increasing P–to–O Expectancies
42
Ways of Increasing Outcome Valences
* Ensure that rewards are valued
* Individualise rewards
* Minimise countervalent outcomes
43
A-B-Cs of Behaviour Modification
* Antecedents
* Behaviour
* Consequences
44
Antecedents is what happens before the
behaviour (warning light on operator console)
45
What the person says or does (e.g.)
Operator switches off the machine power source
46
Consequences are what happens after the
behaviour (cowries thanks operate for stopping machine)
47
OB mod
Organisational behaviour modification
48
A theory that explains employee behaviour in terms of the antecedent conditions and the consequences of that behaviour.
OB mod
49
Four OB Mod Consequences
* Positive reinforcement
* Punishment
* Negative reinforcement
* Extinction
50
A consequence that when introduces, increases/maintains the target behaviour
Positive reinforcement
51
A consequence that decreases the target behaviour
Punishment
52
consequence that, when removed, increases/maintains target behaviour
Negative reinforcement
53
when no consequence occurs, resulting in less of the target behaviour
Extinction
54
Behaviour modification applications:
* Every day to influence behaviour of others
| * Company programs: attendance, safety, etc.
55
Behaviour modification problems:
• Reward inflation
• Variable ratio schedule viewed as gambling
Ignores relevance of cognitive processes in motivation and learning
56
A theory that explains how learning and motivation occur by observing and modelling others as well as by anticipating the consequences of our behaviour
Social cognitive theory
57
Learning behaviour outcomes
* Observing consequences that others experience
| * Anticipating consequences of our behaviour
58
In an expectancy theory terms learning behaviour outcomes change
a person's perceived P-O probability
59
outcome =
consequences
60
• Observing and modelling behaviour of others
Behaviour Modelling
61
Intentional, purposive action: develop goals, achievement standards, action plans
Form expectancies (anticipate consequences) from others, not just from own experiences
Reinforce own behaviour (self-reinforcement)
Self-regulation
62
Goal Setting
The process of motivating employees and clarifying their role perceptions by establishing performance objectives
63
Effective Goal Setting Characteristics
```
Specific
Measurable
Achievable
Relevant
Time-framed
Exciting
Reviewed
```
64
Specific—
what, how, where, when and with whom the task needs to be accomplished
65
Measurable—
how much, how well, at what cost
66
Achievable—
challenging, yet accepted (E–to–P)
67
Relevant—
within employee’s control
68
Time-framed—
due date and when assessed
69
Exciting—
employee commitment, not just compliance
70
Reviewed
employee commitment, not just compliance
71
Smarter =
```
Specific
Measurable
Achievable
Relevant
Time-framed
Exciting
Reviewed
```
72
A goal setting and reward system
Balanced scorecard
73
Balanced scorecard
Attempts to include measurable performance goals related to financial, customer, internal and learning/growth (i.e., human capital) processes
74
BSC translates the organisation's vision and mission into
specific, measurable KPI's.
75
Characteristics of Effective Feedback
```
Specific
Relevant
Timely
Credible
Sufficiently frequent
```
76
Characteristics of Effective Feedback - Specific
connected to goal details
77
Characteristics of Effective Feedback - Relevant
relates to person’s behaviour
78
Characteristics of Effective Feedback - Timely
to improve link from behaviour to outcomes
79
Characteristics of Effective Feedback - Credible
from trustworthy source
80
Characteristics of Effective Feedback - Sufficiently frequent.
Employee’s knowledge and/or experience
| Task cycle
81
Strengths-Based Coaching Feedback
Maximises the person’s potential by focusing on their strengths rather than weaknesses
82
Strengths-Based Coaching Feedback is motivational because:
People inherently seek feedback about their strengths, not their flaws
Person’s interests, preferences and competencies stabilise over time
83
Multisource Feedback is
Received from a full circle of people around the employee
84
Provides more complete and accurate information
Multisource Feedback
85
Several challenges of Multisource Feedback
Expensive and time-consuming
Ambiguous and conflicting feedback
Inflated rather than accurate feedback
Stronger emotional reaction to multiple feedback
86
Organisational Justice
Distributive Justice
| Procedural Justice
87
Perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others
Distributive Justice
88
Procedural Justice is
Perceived fairness of the procedures used to decide the distribution of resources
89
Non-social feedback is feedback that is provided
without a person communicating the information - electronic indicators
90
Social feedback is multi-source (360) collected from
subordinates, peers, supervisors and customers
91
Elements of Equity Theory
outcome/input ratio
comparison other
equity evaluation
consequences of inequity
92
outcome/input ratio is
Inputs: what employee contributes (e.g. skill)
Outcomes: what employee receives (e.g. pay)
93
Comparison other is
the person/people against whom we compare our ratio
| Not easily identifiable
94
Equity evaluation is
to compare outcome/input ratio with the comparison other
95
(6) Inputs are
```
skills
effort
reputation
performance
experience
hours worked
```
96
(5) Outcomes are
```
what employees receive from the organisation
pay
promotions
recognition
interesting jobs
opportunities to improve skills.
```
97
value of the outcomes you receive divided by the value of your inputs that is provided in the exchange relations hip
outcome/input ratio
98
Inequity tension is defined as
the tension experienced when a person feels they are under/over rewarded.
99
emotions are the engine of what
motivation
100
Reduce our inputs - Less organisational citizenship
Increase our outcomes - ask for a pay rise
Increase other's inputs - Ask co-worker to work harder
Reduce other’s outputs - Ask boss to stop giving preferred treatment to co-worker
Change our perceptions - Start thinking that co-worker’s perks aren’t really so valuable
Change comparison other - Compare self to someone closer to your situation
Leave the field - quit job
These all lead to correcting
Inequity Tension
101
Procedural Justice is the perceived fairness of
procedures used to decide the distribution of resources
102
```
These all lead to greater ______
Voice
Unbiased decision maker
Decision based on all information
Apply existing policies consistently
Decision maker listened to all sides
Those who complain are treated respectfully
Those who complain are given full explanation
```
procedural fairness
103
Motivation
the forces within a person that affects his or her direction, intensity and persistence of voluntary behaviour
104
To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of motivation. There are 3 underlying principles
Existence needs
Relatedness needs
Growth needs
105
- These include need for basic material necessities. In short, it includes an individual’s physiological and physical safety needs.
Existence needs
106
- These include the aspiration individual’s have for maintaining significant interpersonal relationships (be it with family, peers or superiors), getting public fame and recognition. Maslow’s social needs and external component of esteem needs fall under this class of need.
Relatedness needs
107
- These include need for self-development and personal growth and advancement. Maslow’s self-actualization needs and intrinsic component of esteem needs fall under this category of need.
Growth needs
108
ERG Theory states that at a given point of time, more than one need may be
_______
109
In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg there are some job factors that result in
satisfaction while there are other job factors that prevent dissatisfaction.
