Week 5 - Motivation Flashcards
Intrinsic Motivation
• Stems from the direct relationship between the worker and the task and is
usually self applied.
• E.g., Feelings of achievement, accomplishment, challenge, and competence
derived from performing one s job, and the sheer interest in the job itself.
Extrinsic Motivation
• Stems from the work environment external to the task. It is usually applied
by others.
• E.g., Pay, fringe benefits, company policies, and various forms of
supervision.
Difference between intrinsic and extrinsic performance?
Intrinsic is correlated with quality
Extrinsic is correlated with quantity
What is Performance?
Performance refers to the extent to which an organizational
member contributes to achieving the objectives of the organization.
What other factors contribute to performance other than motivation?
Personality General Cognitive Ability Task Understanding Emotional Intelligence Chance
Define Emotional Intelligence
The ability to understand and manage one’s own and others’ feelings and emotions.
Peter Salovey and John Mayer developed an EI model that consists of four interrelated sets of skills or
branches. What are they?
Perceiving emotions accurately in oneself and others.
–>Using emotions to facilitate thinking.
–>Understanding emotions, emotional language, and the signals
conveyed by emotions.
–>Managing emotions so as to attain specific goals.
What is motivation
Extent to which persistent effort is directed toward a goal.
Why is motivation important in contemporary organizations?
- Need for increased productivity Global competitiveness
- Rapid changes Need for flexibility
- Attention to customers
What are some key terms relating to motivation?
Intensity: concerned with how hard a person tries. -->Direction: the orientation that benefits the organization. -->Persistence a measure of how long a person can maintain his/her effort. --> Goal
List theories of motivation specifically Need theories
What motivates you (aka Need theories)
Maslow’s Hierarchy of Needs
Aldefer’s ERG Theory
McClelland’s Theory of Needs
Achievement, Affiliation, Power.
List theories of motivation specifically Process theories
How motivation occurs (aka Process Theories)
Expectancy Theory
Equity Theory
Goal Setting Theory
Maslow’s Need Hierarchy
--Higher Order-- Self-actualization Self-esteem Belongingness Safety Physiology --Basic Needs--
Alderfer’s ERG Theory
–Intrinsic Motivation–
Growth (self-actualization)
Relatedness(belongingness and self esteem)
Existence - material conditions (little physiology and safety)
–Extrinsic Motivation–
***This is NOT a hierarchy so you don’t need to pass one before another.
If one higher is not being satisfied I may look for more of a lower
Expectancy Theory
Expectancy theory: a tendency to act in a certain way depends
on an expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the individual.
Three relationships:
Individual effort
- Effort performance relationship
Individual performance
- Performance reward relationship
Organizational rewards
- Rewards personal goals relationship
Personal goals
Expectancy Examples of 1st level outcomes to 2nd level outcomes
Good attendance or high productivity (lvl 1) leads to more $ or accomplishment (lvl 2)
Instrumentality
Probability that a 1 st lvl outcome will be followed
by 2nd lvl outcome
Precedes the actual outcome (final layer what actually happens)
Valence
How attractive is the outcome to a person ex. higher pay
Precedes Instrumentality
Expectancy
Probability that lvl 1 outcome can be achieved
Precedes Valence
Force
Effort directed toward a 1st lvl outcome
Goal setting Theory
A process theory that states that goals are
motivational
when they are specific , challenging , and when
organizational members are committed to them and
feedback about progress toward goal attainment is provided.
Why are goals motivational?
They direct attention toward goal relevant activities. --> They lead to greater effort. --> They increase and prolong persistence. --> They lead to the discovery and use of task relevant strategies for goal attainment.
What are SMART goals
Specific - direct, detailed, and measurable
Measurable - quantifiable, and trackable
Attainable - Realistic and
grounded in resources
that you are able to
access/acquire
Relevant - Aligns with your (your
organizations) path/
objective
Time-based - Has a clear end point/deadline
Goal Proximity
Distal goal - long term
Proximal - short term
Do your best goals
no standards for performance
performance defined individually
low performance
Specific and difficult goals
clear performance standard results in higher performance
What are the three main goal orientations
Performance Prove
–show yourself that you can do it
Learning
–develop competence and acquire new knowledge
Performance avoid
–show up early so people don’t think you’re lazy
T/F High learning goals are more effective when learning a novel or complex task
True!
T/F There is no such thing as a subconscious goals
False there is evidence from a poster study that showed people with posters showing goals worked more effectively
Management by Objectives Processes
Objectives made by top management team
These are translated to behavioral objectives
The interaction between managers and employees in this process is key
Talk about the MBO cycle
Goal setting - employer works with employees to make objectives
including task, performance, and development objectives
Check ins- they are what they sound like
Appraisal meeting- held to evaluate the extent we achieved a objective
Repeat – repeat the mbo cycle
What makes MBO efficient
Lack of
commitment from
top management.
An overemphasis on measurable objectives at the expense of more qualitative objectives.
Excessive short
term orientation.
Performance review becomes an exercise in browbeating or punishing employees for failure to achieve objectives.
Why is money a good motivator?
Pay can satisfy lower level needs & higher level needs
–good potential as a motivator.
Financial incentives and pay for performance
increase performance and lower turnover.
Pay may well be the most important and effective motivator of
performance.
The ability to earn money for outstanding performance is a
competitive advantage for attracting, motivating, and retaining
employees.
Potential problems with wage incentives
Wage incentives have some potential problems when they are
not managed with care:
Lowered quality
Differential opportunity
Reduce cooperation
Incompatible job design
Restriction of productivity
Motivating teamwork
Profit sharing - when the company does well you get a bonus
Employee stock ownership plans (ESOPs) - incentive plans that allow employees to own a set amount of a company’s shares and provide employees with a stake in the company’s future earnings and success
Gainsharing
•A group pay incentive plan based on productivity or performance improvements over
which the workforce has some control.
•Such plans often include reductions in the cost of labour , material, or supplies
Skill-based pay
•A system in which employees are paid according to the number of job skills they have
acquired.
•motivate employees to learn a wide variety of skills and work tasks.
Job design as a motivator
Job design refers to the structure, content, and configuration of
a person’s work tasks and roles.
It is an attempt to capitalize on intrinsic motivation.
The goal of job design is to identify the characteristics that make
some tasks more motivating than others and to capture these
characteristics in the design of jobs.
Job Scope and Motivation
Job scope refers to the breadth and depth
of a job.
Breadth refers to the number of different
activities performed on the job.
Depth refers to the degree of discretion or
control the worker has over how these tasks
are performed.
Jobs that have great breadth and depth are
called high scope jobs.
Job scope and motivation
Job scope refers to the breadth and depth
of a job.
Breadth refers to the number of different
activities performed on the job.
Depth refers to the degree of discretion or
control the worker has over how these tasks
are performed.
Jobs that have great breadth and depth are
called high scope jobs.
Give 4 job scope adjustments
Stretch Assignments:
•They provide employees challenging opportunities to broaden their skills by
working on a variety of tasks with new responsibilities.
Job rotation:
•Employees are rotated to different tasks and jobs in an organization.
Job Enrichment
•Job enrichment involves increasing the motivating potential of jobs via the
arrangement of their core job characteristics.
Job Enlargement
•Increasing job breadth by giving employees more tasks to perform at the same
level.
Give some examples of alternative working schedules
Some of the most common alternative working schedules:
Flex time - a system of working a set amount of hours but choosing start and end by employees
Compressed workweek - Work 5 days at 8hrs or 4 days at 10hrs
Job and work sharing - usually leads to layoff
Telecommuting
Income averaging - get a paycheck everymonth that adds to your reduced work term but you get payed the reduced amount regularily
Talk about a high scope role
Has high job breadth and depth so it leads to high motivation
