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17 Cards in this Set
- Front
- Back
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definition: Motivation |
the psychological forces that determine the direction of people's behavior, their level of effort and level of persistence |
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sources of motivation |
- intrinsic (work itself) - extrinsic (external consequences like material or social rewards) |
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what are individuals motivated by? |
different needs, such as Maslow's physiological, security, affiliation, self-esteem, and self-actualization needs |
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McClelland's theory of motivation
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3 needs that are learned from one's culture and family: - affiliation - achievement - power |
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McClelland's theory of needs |
n-Ach (achievement) n-Power (socialized and personalized) n-Affiliation (interest and assurance) |
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two faces of power
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socialized power: use of power for the good of others personalized power: an unsocialized concern for personal dominance |
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two faces of affiliation |
affiliative interest: a concern for an interpersonal relationship, but not at the expense of goals - oriented behavior affiliative assurance: a concern with obtaining assurance about the security and strength of one's relationships and avoiding rejection |
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goal-setting theory
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- setting specific goals increases performance - difficult goals accepted by employees results in higher performance - feedback causes higher performance - people are more committed to goals they set themselves and make public |
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characteristic of effective goals |
"SMART" - specific - measurable - achievable but challenging - reasonable - timely |
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expectancy theory |
- effort-to-performance expectations - performance-to-outcome expectancies - the perceived valence of outcome |
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primary motivator for most people |
money is highly valued but Herzberg identified the following as important: - the work itself - achievement - challenge - responsibility - advancement -growth -recognition |
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McClelland states that high achievers |
- like to set their own goals - tend to avoid either extremely difficult or easy goals - prefer tasks that provide immediate feedback |
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reinforcement theory
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reinforce desirable behavior through rewards, extinguish undesirable behavior through punishment or ignoring |
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in a motivating work environment, a manager should |
- set performance standards - ensure the fit between employee needs and job/rewards - reward good performance fairly |
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jobs that are motivating have 5 characteristics |
- skill variety: requires a range of personal competencies and abilities - task identity: requires completion of a "whole" and noticeable piece of work - task significance: employees perceive job as having a substantial impact on others' lives - autonomy: employees have freedom and discretion to plan and carry out their task - job feedback |
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job enrichment programs are possible on individual worker's (3 points) |
1) knowledge and skill 2) need for growth, self-development, and challenge 3) satisfaction with contextual factors |
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5 methods of job redesign
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- job rotation - job enlargement (horizontal job loading - related tasks) - job enrichment (vertical job loading) - sociotechnical system (integration of the needs of both people & tech.) - self-managed work teams |
