Ebs Ob - Module 3 - Motivation

Front 1

Define need

Back 1

an experienced state of deficiency (a sensed imbalance)

Front 2

List examples of motives

Back 2

Achievement, power, greed, altruism

Front 3

What is the relationship between Need, Behaviours and Motives?

Back 3

A motive pulls human behaviour toward a goal (need) that is predicted or anticipated.

Front 4

Define work motivation.

Back 4

the direction, effort and persistence of employee behaviour on the job.

Front 5

What are the components of motives?

Back 5

Direction, Level of effort, Extent of persistence (tenacity)

Front 6

Compare performance and motivation

Back 6

Performance implies evaluation after it occurs and therefore it suggests the presence of some sort of measuring system. Motivation, on the other hand, is only one of several psychological (internal) states that influence performance.

Front 7

Other factors besides motivation which would affect performance.

Back 7

1. Ability
2. Need for Achievement or Type A personality
3. Difficulty of task design
4. Extent of job resources available
5. Working conditions
6. Organizational commitment and job involvement

Front 8

Define Content Theory of Motivation

Back 8

specifies those human needs which activate behaviours aimed at need reduction. Therefore, a content theory of motivation answers the question: What specific needs cause motivation?

Front 9

A Process Theory of Motivation

Back 9

1. Explains how behaviour is stimulated, directed, sustained, or stopped.
2. Injects the importance of human perceptions of environments in explaining motivation.
3. Shows how human beings weigh the importance of incentives and how motivation occurs

Front 10

List the Content Theories of Motivation

Back 10

Maslow's Hierarchy of Needs
Herzberg's Two-Factor (or Motivator-Hygiene) Theory of Motivation

Front 11

List the Process Theories

Back 11

The Equity Theory
The Expectancy Theory

Front 12

List the stages of Maslow's Hierarchy of Needs

Back 12

1st - Physiological
2nd - Safety
3rd - Belongingness
4th - Esteem
5th - Self-Actualization

Front 13

Define Self-Actualization

Back 13

The 5th, or top, stage of Maslow's Hierarchy The need to reach one's fullest potential. Organizational Example: An engineer uses all of his design skills to create a new subcomponent

Front 14

Define Esteem

Back 14

4th stage in Maslow's Hierarchy The need to feel good about oneself and one's abilities; and to be respected by others and to receive their approval. Organizational example: Company promotes deserving managers and recognises employees with awards

Front 15

Define Belongingness

Back 15

3rd stage in Maslow's Hierarchy The need to experience social interaction, friendship and love.. Organizational example: Having and sustaining good relations with co-workers, supervisors, being a member of a cohesive work team and being a part of social functions at work

Front 16

Define Safety

Back 16

2nd stage in Maslow's Hierarchy Need for security, stability and a safe work environment. Organizational example: Having good job benefits, safe working area and job security

Front 17

Define Physiological

Back 17

1st stage of Maslow's Hierarchy Food, water, shelter and clothing to ensure survival. Organizational example: Guaranteed minimum pay level that is sufficient to provide basic necessities

Front 18

6 notes on Maslow's Hierarchy

Back 18

1. A satisfied need ceases to motivate behavior at that need level.
2. Unsatisfied employee needs lead to undesirable outcomes at work, by creating perceived inequity for employees. When this condition persists employee's job satisfaction decreases.
3. People are assumed to have a need to grow and move up the need hierarchy. All humans self-actualize in some way, however not everyone does it at work.
4. Needs are not usually satisfied completely. Individuals usually can satisfy more, lower order needs than higher order. In organizations the lower order needs are generally satisfied with money, the higher order ones by social interactions and the design of meaningful jobs.
5. Unless physiological needs are satisfied, higher order needs cannot come into play.
6. As employees move through their careers , their needs pattern shifts to higher order needs

Front 19

Define Hygienes

Back 19

are contextual factors that, if not present, lead to the impoverishment of the employee's job. Employees experience job frustration and stress if their jobs have few hygienes

Front 20

Hygienes are also known as ….

Back 20

Extrinsic, contextual or maintenance factors

Front 21

Give samples of Hygienes

Back 21

1. Pay
2. Peer Relations
3. Supervision
4. Company Policies
5. Work environment
6. Job Security

Front 22

Improve hygiene factors and

Back 22

Employees might experience short increases in job satisfaction if hygiene factors are improved, but will take them for granted again after a relatively short period of time. If hygienes are removed, job satisfaction plunges.

Front 23

What happens when hygienes are removed?

Back 23

job satisfaction plunges

Front 24

What are Motivators?

Back 24

are factors that raise job satisfaction and performance in the long run. They are related to the employee-job interaction and are job-centered characteristics.

Front 25

Motivators are also known as …

Back 25

Intrinsic job factors or content factors

Front 26

Give samples of Motivators

Back 26

1. Status
2. Work Itself
3. Promotion
4. Challenges
5. Achievement
6. Professional Growth
7. Responsibility
8. Recognition

Front 27

Describe the relationship between hygienes, motivators, job satisfaction and motivation.

Back 27

Hygienes are necessary for sustained job satisfaction and motivation, but must be supported by motivators. Motivators alone cannot create satisfaction or motivation. Need to have hygienes.

Front 28

The absence of Hygienes correlates strongly to

Back 28

Increased..
Turnover
Absenteeism
Job withdrawal
Job burnout
Alienation
Sabotage
… and in extreme cases physical illiness.

Front 29

Describe the focus differences of Maslow and Herzberg

Back 29

Herzberg is concerned with job and organizational sources of job satisfaction and dissatisfaction. Maslow focuses on human needs which encompass a variety of life situations, one of which is work. Herzberg's model is a specific application of Maslow's hierarchy to work.

Front 30

Explain the contributions that Herzberg's work has had on business.

Back 30

1. The effects of company systems and job design on employees' motivation and job satisfaction. Job design refers to how work is structured and how much employees control their work decisions. Before Herzberg, employee motivation was thought to be function of pay (extrinsic reward).
2. Expanded incentives to include intrinsic rewards.
3. Clarified motivation-satisfaction puzzle by framing difference between Hygienes and Motivators and their differing effects on motivation and satisfaction.

Front 31

Who developed the Equity Theory?

Back 31

Stacy Adams.

Front 32

Negative inequity

Back 32

(Equity Theory) perceived when the employee feels that he receives relatively fewer rewards for his effort than others.

Front 33

Positive inequity

Back 33

perceived when an employee feels that he receives relatively more rewards for his efforts than others.

Front 34

To restore equity an employee might:

Back 34

1. Change work inputs and reduce performance efforts to eliminate negative inequity
2. Change the outcomes received (e.g. ask for more responsibility to reduce positive inequity)
3. Exit the circumstance (e.g. leave job)
4. Change the people that are used for comparison
5. Mentally distort or alter the comparison
6. Take a decision to alter the inputs or outcomes of the comparison other, (e.g. get the other to work less hard)"

Front 35

What are the types of equity preferences?

Back 35

Benevolents - prefer negative equity (altruistic), Equity Sensitive - prefer everything be and stay the same, Entitleds - prefer positive equity (aka slackers or freeboarders)

Front 36

What are the implications of the Equity Theory for managers?

Back 36

1. Equity sensitives will make comparisons to traditional methods (want things to remain the same)
2. Anticipate employee equity judgements
3. Tell employees in advance
4. Avoid unnecessary secrecy about pay policies and procedures

Front 37

Background for Expectancy Theory

Back 37

Behavior is always purposeful and goal directed. Behavior must be understood in terms of the probabilities that a certain behavior will lead to outcomes valued by the individual.

Front 38

Valence

Back 38

defined as the personal attractiveness of different outcomes. If an outcome has a high personal valence, an individual is attracted to behaviors that make that outcome more likely. Expectancy Theory

Front 39

First-level outcomes

Back 39

(Expectancy Theory) results of expending effort in some way (e.g. job performance, leaving a position) and are important for organizations

Front 40

Second-level outcomes

Back 40

(Expectancy Theory) - the result of achieving (or not achieving) the first level outcomes (e.g. getting a promotion, receiving recognition). Employees assign valence to each type of outcome.

Front 41

Instrumentality

Back 41

Expectancy theory - the personal belief that first-level outcomes lead to second-level outcomes.

Front 42

Define Expectancy

Back 42

the subjective belief that a given level of effort
will lead to a first level outcome on the job.

Front 43

Who developed the Expectancy Theory and applied to employee behavior?

Back 43

Professor Tolman developed Expectancy Theory of Motivation and Prof. Vroom of Yale appled to employee behavior.

Front 44

What are the Individual and Organizational Factors that impact motivation and therefore effort?

Back 44

Individual Factors
Self-Efficacy, Need for Achievement, Locus of Control and Self-Esteem

Organizational Factors
Role Ambiguity, Role Conflict, Performance Appraisal System, Reward System, Job Design System

Front 45

Expectancy Theory is the leading explanation for employee behaviors such as …

Back 45

Turnover
Absenteeism
Joining a new organization
Career choice
Performance
Leadership effectiveness

Front 46

Explain 'line of sight'

Back 46

When pathways from excellent performance to valued rewards becomes clearer, more reliable, better understood and enthusiastically pursued by motivated employees.

Front 47

B Mod is based on whose work?

Back 47

B.F. Skinner

Front 48

Behavior Modification (B Mod) posits

Back 48

that behavior is a function of its consequences.

Front 49

Operand Conditioning

Back 49

BMod-Reinforcement which modifies behavior through it's consequences

Front 50

Law of Effect (B Mod)

Back 50

Tendency of an individual (operand) to repeat behaviors that cause favorable consequences and not to repeat behaviors that cause unfavorable consequences

Front 51

Positive/negative reinforcers (B Mod)

Back 51

Favorable/unfavorable or pleasant/unpleasant consequences

Front 52

Positive reinforcement

Back 52

Strengthening a behavior by occurrence of a positive consequence

Front 53

Negative reinforcement (B Mod)

Back 53

Strengthening a behavior by removing an unpleasant consequence

Front 54

Punishment (B Mod)

Back 54

Weakening a behavior by occurrence of an unpleasant consequence

Front 55

Extinction

Back 55

Weakening a behavior with the occurrence of a neutral consequence or removal of a positive consequence

Front 56

Behavioral shaping (B Mod)

Back 56

Structuring of reinforcements, punishment, and extinction to achieve successively closer and closer approximations of the desired behavior

Front 57

Stretching the ratio (B Mod)

Back 57

Lowering the rate of reinforcements accompanying the behavior

Front 58

Schedules of Reinforcement

Back 58

Continuous
Partial

Front 59

Define Continuous Reinforcement Schedule

Back 59

Reinforcement follows directly after each response

Front 60

Partial

Back 60

BMod-Consequence does not follow every response

Front 61

Partial reinforcement schedules

Back 61

Fixed Ratio (FR)
Variable Ratio (VR)
Fixed Interval (FI)
Variable Interval (VI)

Front 62

Fixed Ratio (FR)

Back 62

fixed number of behaviors must occur before reinforcement occurs

Front 63

Variable Ratio (VR)

Back 63

A variable number of behaviors (around some average number) must occur before reinforcement

Front 64

Fixed Interval (FI)

Back 64

After a given amount of time has elapsed, reinforcement occurs

Front 65

Variable Interval (VI)

Back 65

After a variable amount of time (varying around some average time) has elapsed, reinforcement occurs.

Front 66

What rewards should not be stretched?

Back 66

financial...breeds distrust of management

Front 67

BMod Supporters believe (OMIF)

Back 67

1. It focuses on OBSERVABLE behavior instead of intangible individual differences
2. No MANIPULATION occurs when employees participate in the behavior modification
3. It improves employees INSTRUMENTALITIES
4. Employees receive higher quality FEEDBACK about their performance

Front 68

Bmod Opponents believe (RMDC)

Back 68

1. It undermines employees RESPECT and dignity
2. It makes organizations more MANIPULATIVE and exploitative
3. It makes employees DULL and DEHUMANIZED
extensions of the machines or systems they
operate
4. It oversimplifies work behaviour and erodes
employee CREATIVITY.

Front 69

Managers do not like to talk about punishment because it implies that:

Back 69

1. they have hired the wrong employee
2. the work environment they help create is less than ideal
3. they and their organization treat their employees badly

Front 70

Reasons for not using punishment:

Back 70

1. For it to be effective managers must closely watch employee's behavior
2. Punishment does not eliminate unwanted behavior, but just suppresses it temporarily until the punisher is removed.
3. Employees become anxious, fearful, less creative, hostile and may reject delegated responsibility

Front 71

Alternatives to using punishment:

Back 71

(WERP)
1. Re-engineer the WORK ENVIRONMENT so that undesirable behavior can not occur
2. Use of EXTINCTION
3. REWARD behavior which is physically incompatible with undesired behavior (e.g. reward employees for tidy workplaces)
4. Be PATIENT and allow time for undesirable behavior to disappear

Front 72

Punishment should be used (RIPFIRE)

Back 72

1. Rapid
2. Intense
3. Private and Focused,
4. Informative
5. Not followed by Rewards
6. Equitable

Front 73

Punishment should be Rapid because:

Back 73

Undesirable behavior must be prevented from becoming a habit of the employee

Front 74

Intense:

Back 74

Punishment should be intense and immediate, leaving no question about the undesirability of the behavior

Front 75

Equitable

Back 75

BMod-Punishment must be equitable across people and infractions. Match the punishment to the infraction

Front 76

Informative:

Back 76

Punishment must have informative value: information on why behavior is undesirable, how to correct behavior, consequences of further infractions

Front 77

Private and focused:

Back 77

The employee's self-esteem should remain intact. He should remember the behavior to correct instead of how he was mistreated.

Front 78

Not followed by rewards

Back 78

Punishment should not be followed by non-contingent rewards (e.g. lunch to alleviate the supervisor's guilt)

Front 79

Conditions that should be met before installing a B Mod program:

Back 79

1. Moderate to high trust between employees affected and their supervisors exists.
2. Employees must believe that good workplace hygiene exists.
3. Employee must have control over pace of work (i.e. no machine paced work).
4. Employee ability can not be the cause of the problem.
5. Employees understand successful performance behaviors that they can measure and record.
6. Employees must get regular feedback about their progress towards performance goals
7. Supervisors must be trained and committed to the B Mod program so that they understand the underlying principles

Front 80

8 Steps to setting up a B Mod program:

Back 80

1. Conduct a job analysis to ensure understanding of job responsibilities
2. Define performance behaviors and set performance goals
3. Conduct a baseline audit to identify the rate of correct performance
4. Select powerful and abundant reinforcers to reward excellent performance
5. Use continuous reinforcement to encourage new performance behaviors
6. Practice behavioral shaping to obtain closer and close approximations to the desired behaviors
7. Establish desired behaviors by adding new positive reinforcers which employees value
8. Review and evaluate the program to identify and measure target goals such as cost reduction, employee attendance, safety and improved productivity."

Front 81

What are the similarities between B Mod and Expectancy Theory?

Back 81

1. Process theories of motivated behavior
2. Importance of behavior and its consequences
3. Emphasize rewards

Front 82

What are the differences between B Mod and Expectancy Theory?

Back 82

1. Expectancy theory is a cognitive process theory while B Mod 'deterministic', focuses on role of environment.
2. Instrumentality is a cognitive component that is not reflected in B Mod.