Work Motivation

Question 1

Deci’s theory (of intrinsic motivation)

Answer 1

Contingent, tangible rewards or incentives (expected rewards) reduce intrinsic motivation (measured as free-choice behavior and self-reported interest in the task).

Question 2

Employee engagement

Answer 2

Individual experience of work combining vigor (high energy), dedication (significance, pleasure, enthusiasm and challenge), and absorption (sustained concentration, being happily engrossed).

Question 3

Equity theory

Answer 3

1. ) Workers seek equity (fairness or parity) in comparison with peers, or equal ratios of outcomes (rewards, like pay), to inputs (contributions, like expertise or effort).
2. Perceived disparity leads to inequity (perceived injustice), and motivation to restore equity.

Question 4

Expectancy (VIE) theory

Answer 4

1. ) Motivation depends on expectancy (subjective probability) that effort produces the individual’s target performance level, and it’s overall desirability.
2. ) Desirability (Valence - desirability from negative to positive) of a target performance level depends on its “instrumentality” (subjective connection, positive or negative) to the individual’s specific, personal [subjective] outcomes, and their valences).
3. ) Outcomes with both negative valence and instrumentality add positive motivation to the level of performance.

Question 5

Extra-role behavior*

Answer 5

Individual’s actions, beyond job duties or role expectations to benefit the organization.

Question 6

Goal-Setting Theory

Answer 6

1. ) Having a specific, difficult goal leads to better performance than a “do your best” goal or no goal.
2. ) Specific, difficult goals aid performance by directing attention, energizing effort, and encouraging persistence, and motivating “task strategies,” like planning and learning.

Question 7

Intrinsic/Internal Motivation*

Answer 7

Desire to engage in an activity because it is inherently satisfying or personally fulfilling, independent of extrinsic rewards.

Question 8

Maslow’s Need Hierarchy Theory

Answer 8

1.) People have 5 motivation-related needs, from basic to higher order:  
Physiological
Safety
Social (love, acceptance)
Ego (mastery, recognition)
Self-Actualization 

Mnenomic device = (PaSSES)

Hypothesis -

Satisfaction: When needs are met at one level,

Question 9

Motivation*

Answer 9

Conditions that energize, direct, modify, or maintain

Question 10

Organizational justice/types**

Answer 10

Perceived fairness in relationships in an organization. Has three types. 
Distributive
Procedural 
Interpersonal
Informational

Question 11

Reinforcement theory

Answer 11

1. ) Specific, individual behavior followed by a reward (money, praise) becomes more likely to recur in the presence of the associated cue.
2. ) Behavior persists longer after intermittent than regular reinforcement.

Question 12

Overpayment hypothesis

Answer 12

Workers who see themselves as having better ratios of rewards to contributions than peers feel overpaid, and are motivated to to restore equity by, for example, doing more (little evidence for this).

Question 13

Distributive justice

Answer 13

Perceived fairness in allocation of rewards or valued outcomes, refers to equity.

Question 14

Procedural justice

Answer 14

Perceived fairness and impartiality of procedures used to determine the outcomes workers received.

Question 15

Interpersonal justice

Answer 15

Perceived fairness of treatment by others, especially those in authority.

Question 16

Informational justice

Answer 16

Perceived fairness of information used in making decisions with personal impact.