Week 4 Foundations of Employee Motivation Flashcards
Employee Engagement is defined as an Individual’s _____ and cognitive (logical) _____, particularly a focused, intense, _____ and purposive effort toward work-related _____
emotional, motivation, persistent, goals
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
high absorption, self-efficacy
Drives are _____ needs (emotional)
primary
Needs are ___
secondary
Drives + needs =
decisions and behaviours.
Self concept, social norms and past experience effect
drives, needs, decisions and behaviour
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
Drives
Drives are ___, needs are ____
innate, shaped
Characteristics of needs
- Goal-directed forces that people experience.
- Drive-generated emotions directed toward goals
- Goals formed by self-concept, social norms, and experience
Maslow’s Needs Hierarchy Theory
- 1 self-actualisation
- 2 Esteem
- 3 Belongingness
- 4 Safety
- 5 Physiology
Need to know and need for beauty is also a need but it
doesn’t quite fit in the hierarchy
Maslow suggests that the _____ unmet need is _____. When satisfied, next higher need becomes _____ _____
lowest, strongest, primary motivator
Self-actualisation is a
growth need because people desire more rather than less of it when satisfied
Maslow’s theory lacks empirical support because
People have different hierarchies
Needs change more rapidly than Maslow stated
Hierarchy models wrongly assume that everyone
has the same (universal) needs hierarchy
Needs hierarchies are shaped by person’s own
values and self-concept
Maslow contributed these perspectives to the motivation theory
- Holistic perspective
- Humanistic perspective
- Positive perspective
Holistic perspective is an
Integrative view of needs
Humanistic perspective is
Influenced by social dynamics, not just instinct
The Positive perspective pays attention to
strengths (growth needs), not just deficiencies
Learned Needs Theory suggests that
Needs are amplified or suppressed through self-concept, social norms and past experience
Needs can be strengthened through
reinforcement, learning and social conditions
Three Learned Needs- Davide mcClelland examine these 3 learned needs
- Need for achievement
- Need for affiliation
- Need for power
A need in which people want to accomplish reasonably challenging goals, want responsibility, direct feedback and recognition responsibility
Need for achievement nAch
Need for ______: need in which people seek _____ from others and to avoid conflict. Effective executives have lower need for _____ _____.
affiliation approval, conform, social approval
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
Four-drive is a motivation theory theory was developed by
Paul Lawrence and Nitin Nohria
Four-drive theory is a motivation theory based on the four innate drives to:
- Acquire
- Bond
- Comprehend
- Defend
Drive to Acquire characteristics
- Drive to take/keep objects and experiences
* Basis of hierarchy and status
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
Drive to Comprehend characteristics
- Drive to satisfy curiosity
* To understand environment and self
Drive to Defend characteristics
- Need to protect ourselves
- Reactive (not proactive) drive
- Basis of fight or flight
Four Drives Affect
Motivation
Four drives determine which _____ are automatically tagged to incoming information
emotions
Drives generate _____ and often _____ emotions that demand our attention
independent, competing
_____ skill set relies on social norms, personal values and _____ to transform drive-based emotions into _____-directed choice and effort
Mental, experience, goal
Social norms, personal values and experience transform drive-based emotions into
goal-directed choice and effort
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
Expectancy of Motivation
E-P expectancy
P-O expectancy
Valence
Ways of Increasing E–to–P Expectancies
- Develop employee competencies
- Match employee competencies to jobs
- Provide role clarity and sufficient resources
- Provide behavioural modelling
- Measure performance accurately
- Increase rewards with desired outcomes
- Explain how rewards are linked to performance
Ways of Increasing P–to–O Expectancies
Ways of Increasing Outcome Valences
- Ensure that rewards are valued
- Individualise rewards
- Minimise countervalent outcomes
A-B-Cs of Behaviour Modification
- Antecedents
- Behaviour
- Consequences
Antecedents is what happens before the
behaviour (warning light on operator console)
What the person says or does (e.g.)
Operator switches off the machine power source
Consequences are what happens after the
behaviour (cowries thanks operate for stopping machine)
OB mod
Organisational behaviour modification
A theory that explains employee behaviour in terms of the antecedent conditions and the consequences of that behaviour.
OB mod
Four OB Mod Consequences
- Positive reinforcement
- Punishment
- Negative reinforcement
- Extinction
A consequence that when introduces, increases/maintains the target behaviour
Positive reinforcement
A consequence that decreases the target behaviour
Punishment
consequence that, when removed, increases/maintains target behaviour
Negative reinforcement
when no consequence occurs, resulting in less of the target behaviour
Extinction
Behaviour modification applications:
- Every day to influence behaviour of others
* Company programs: attendance, safety, etc.
Behaviour modification problems:
• Reward inflation
• Variable ratio schedule viewed as gambling
Ignores relevance of cognitive processes in motivation and learning
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
Learning behaviour outcomes
- Observing consequences that others experience
* Anticipating consequences of our behaviour
In an expectancy theory terms learning behaviour outcomes change
a person’s perceived P-O probability
outcome =
consequences
• Observing and modelling behaviour of others
Behaviour Modelling
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
Goal Setting
The process of motivating employees and clarifying their role perceptions by establishing performance objectives
Effective Goal Setting Characteristics
Specific Measurable Achievable Relevant Time-framed Exciting Reviewed
Specific—
what, how, where, when and with whom the task needs to be accomplished
Measurable—
how much, how well, at what cost
Achievable—
challenging, yet accepted (E–to–P)
Relevant—
within employee’s control
Time-framed—
due date and when assessed
Exciting—
employee commitment, not just compliance
Reviewed
employee commitment, not just compliance
Smarter =
Specific Measurable Achievable Relevant Time-framed Exciting Reviewed
A goal setting and reward system
Balanced scorecard
Balanced scorecard
Attempts to include measurable performance goals related to financial, customer, internal and learning/growth (i.e., human capital) processes
BSC translates the organisation’s vision and mission into
specific, measurable KPI’s.
Characteristics of Effective Feedback
Specific Relevant Timely Credible Sufficiently frequent
Characteristics of Effective Feedback - Specific
connected to goal details
Characteristics of Effective Feedback - Relevant
relates to person’s behaviour
Characteristics of Effective Feedback - Timely
to improve link from behaviour to outcomes
Characteristics of Effective Feedback - Credible
from trustworthy source
Characteristics of Effective Feedback - Sufficiently frequent.
Employee’s knowledge and/or experience
Task cycle
Strengths-Based Coaching Feedback
Maximises the person’s potential by focusing on their strengths rather than weaknesses
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
Multisource Feedback is
Received from a full circle of people around the employee
Provides more complete and accurate information
Multisource Feedback
Several challenges of Multisource Feedback
Expensive and time-consuming
Ambiguous and conflicting feedback
Inflated rather than accurate feedback
Stronger emotional reaction to multiple feedback
Organisational Justice
Distributive Justice
Procedural Justice
Perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others
Distributive Justice
Procedural Justice is
Perceived fairness of the procedures used to decide the distribution of resources
Non-social feedback is feedback that is provided
without a person communicating the information - electronic indicators
Social feedback is multi-source (360) collected from
subordinates, peers, supervisors and customers
Elements of Equity Theory
outcome/input ratio
comparison other
equity evaluation
consequences of inequity
outcome/input ratio is
Inputs: what employee contributes (e.g. skill)
Outcomes: what employee receives (e.g. pay)
Comparison other is
the person/people against whom we compare our ratio
Not easily identifiable
Equity evaluation is
to compare outcome/input ratio with the comparison other
(6) Inputs are
skills effort reputation performance experience hours worked
(5) Outcomes are
what employees receive from the organisation pay promotions recognition interesting jobs opportunities to improve skills.
value of the outcomes you receive divided by the value of your inputs that is provided in the exchange relations hip
outcome/input ratio
Inequity tension is defined as
the tension experienced when a person feels they are under/over rewarded.
emotions are the engine of what
motivation
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
Procedural Justice is the perceived fairness of
procedures used to decide the distribution of resources
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
Motivation
the forces within a person that affects his or her direction, intensity and persistence of voluntary behaviour
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
- These include need for basic material necessities. In short, it includes an individual’s physiological and physical safety needs.
Existence needs
- 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
- 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
ERG Theory states that at a given point of time, more than one need may be
_______
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.
