Week 4: Motivation

Question 1

Extrinsic Motivation

Answer 1

performing an activity to obtain a separate outcome

Question 2

Intrinsic Motivation

Answer 2

performing an activity for the inherent satisfaction of the activity itself

Question 3

Expectancy Theory

Answer 3

An Extrinsic Motivation Framework

Motivation derives from an “expectancy chain”
Expectancy (effort-performance linkage)
Will my effort lead to high performance?
Instrumentality (performance-reward linkage)
Will high performance lead to a reward?
Valence (reward-need linkage)
Does the reward satisfy a need?

Increase motivation by strengthening linkages

Question 4

Goal-Setting Theory

Answer 4

Building Commitment to Organizational Goals

Three basic steps
Set goals that are motivating: specific and difficult
Gain acceptance and commitment to goals
Provide feedback to sustain motivation

Ex: Paper Plane Activity

Question 5

Equity Theory

Answer 5

motivation is influenced by social comparison and perceptions of fairness

Social comparison: you compare your situation to a referent
Equity: your “outcome to input ratio”
Overpayment inequity: your ratio is higher than the referent’s ratio
Underpayment inequity: your ratio is lower than the referent’s ratio – can lead to theft!

Inequity motivates most people to restore equity

Question 6

Name Hackman and Oldham’s Five Job Characteristics Model (JCM): An Intrinsic Motivation Framework

Answer 6

A job’s impact on key outcomes (employee motivation, productivity and satisfaction) results from the job’s level of:

Skill variety: requiring a variety of activities/skills/talents

Task identity: leading to a whole, identifiable piece of work

Task significance: having substantial impact on others

Autonomy: allowing substantial freedom, independence and discretion in scheduling and performing the work

Feedback: providing clear information about job performance

These characteristics make jobs more intrinsically motivating