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66 Cards in this Set
- Front
- Back
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Motivation... 3* toward what?
in dir per |
A persons intensity, direction, and persistence toward a goal
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intensity
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how hard a person tries
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direction
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Are you doing it for the right reasons
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persistance
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how long a person can maintain effort
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Maslow's Law Hierarchy of needs consists of what 5?
p S S E S AC |
Physiological
Safety Social Esteem Self actualization |
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Physiological
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Hunger thirst shelter sex
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Safety
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security and protection
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social
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affection belongingness
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esteem
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self respect, internal factors
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self actualization
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growth, achieving out potential
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Douglas McGregor proposed what?
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Theory x and y
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Theory x
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My way or the high way
-Assume people are lazy |
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Theory y
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work is natural: rest or play
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What are the two factor theories from Herzberg?
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Hygiene and Motivation
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Hygiene Factor
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Factors: Supervision, pay, company policies, physical working conditions, relations with others, and job security.
*These workplace factors, when not met, lead to job dissatisfaction. When they are met, they do NOT lead to job satisfaction, but rather, to a lack of dissatisfaction |
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Motivation Factor
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Factors: personal growth opportunities, recognition, responsibility, and achievement.
*Meeting these factors will increase motivation by creating a satisfying work environment |
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McClelland's theory of needs
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Achievement: drive to excel
Power: how much you can motivate Affiliation: desire for close interpersonal relationships |
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Contemporary Theories of Motivation
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- Early theories have fallen out of favor
- Each have a reasonable degree of valid supporting documentation. |
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Self-Determination theory
control |
People feel they have control in their actions
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Cognitive Evaluation theory
*what does ent do to int....? |
extrinsic rewards will reduce intrinsic interest in a task
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self-concordance
*self |
how strongly peoples reasons for pursuing goals are consistent with their interests and core values
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Goal setting theory
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1. Specific
2. difficult, but accepted by employees 3. Accompanied by feedback |
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Management by Objectives (MBO)
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higher ups organize for work units and individuals
common ingredients: -goal specific -explicit time period -performance feedback participation i decision making |
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self efficacy theory *4
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1. Enactive mastery
2. Vicarious modeling 3. Verbal persuasion 4. Arousal *the higher, the more confident in your ability to succeed. |
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Enactive mastery
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Gaining relevant experience with the task or job. Past success in a task increases future confidence.
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Vicarious modeling
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Becoming more confident because another person is observed doing the task.
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Verbal persuasion
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Confidence gained because another person convinces the target individual of the target's abilities
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Arousal
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An energized state, which may drive a person to complete a task. Not always effective in tasks that require detail-orientation or finesse
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Pygmalion effect
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believing something can make it true
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Equity theory
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self-inside: experience in a diff position inside the employees current organization
self-outside: experience in a situation or position outside the employees current organization other-inside: Another ind or group of ind inside the employees org other-outside: another ind or group of ind inside outside the employees org |
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six choices because of equity theory
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1. Change their inputs (more $ more work vise versa)
2. Change their outcome 3. Distort perception of self 4. Distort perceptions of others 5. Choose a different referent (not as much as bro, but better than dad in a diff time 6. Leave the field |
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Equity Theory: Four Justices
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Distributive: perceived fairness of outcome
Procedural: fairness w/ explanation interactional: treaded w/ respect Organizational: overall perception of what is fair in the workplace |
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Expectancy
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People will work hard if it means something to them
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Expectancy relation ships
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Effort performance: perceived probability that exerting effort leads to successful performance
Performance Reward: the belief that successful performance leads to desired outcome Rewards personal goal: The attractiveness of organizational outcome (reward) to the individual |
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Expectancy 4
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individual effort
individual performance organizational rewards personal goals |
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Implications for managers
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-Look beyond need theories
-Goal Setting: higher productivity -Organizational justice has support -Expectancy theory is a powerful tool, but may not be realistic in some cases. |
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Job Characteristics Model (JCM)
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Skill Variety
Task Identity Task Significance Autonomy Feedback |
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Skill Variety
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degree which a job requires a variety of different activities
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Task Identity
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degree to which a job requires completion of a whole and identifiable piece of work
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Task Significance
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a job that has an impact on the lives or work of other people.
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Autonomy
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a job that provides the worker freedom to take control w/o supervision
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Feedback
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Degree to which carrying out working activities generates direct and clear info about your own performance.
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Job rotation
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Reduces bordom, shifting employees form one task to another
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Job Enrichment
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Increasing the degree to which the worker controls the planning, execution, and evaluation of the work.
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Flextime
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flexible work time
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Job Sharing
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Allows two or more people to split a traditional 40 hour a week job
-Increase flexibility |
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Telecommuting
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working at home
-super flexible -usually for those who spend much of their time on computers PRO: higher productivity, reduce office cost CON: less supervision |
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Social and physical context of work.
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Both are important be happy in the workplace.
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employee involvement
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The more involved the more motivated.q
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Participant Management
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joint decision making
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Representative Participation
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redistribute power within an organization.
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Major strategic rewards decisions
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-What to pay employees
-How to pay individual employees -What benefits to offer -How to construct employee recognition programs |
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How to Pay: 4 Variable-Pay Programs
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Piece-Rate
Merit-Based Bonuses Skill-Based Pay |
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Piece-Rate Pay
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workers are paid a fixed sum for each unit of production completed
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Merit-Based Pay
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pay is based on individual performance appraisal ratings
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Bonuses
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rewards employees for recent performance
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Skill-Based Pay
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pay is based on skills acquired instead of job title or rank – doesn’t address the level of performance
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Other Variable pay plans *3
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Profit-Sharing Plans
Gainsharing Employee Stock Ownership Plans (ESOPs) |
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Profit-Sharing Plans
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organization-wide programs that distribute compensation based on an established formula designed around profitability
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Gainsharing
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compensation based on sharing of gains from improved productivity
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Employee Stock Ownership Plans (ESOPs)
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plans in which employees acquire stock, often at below-market prices
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Employee Recognition
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1. Can be as simple as a spontaneous comment
2.Can be formalized in a program |
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Global Implications *3
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Job Characteristics/Enrichment
Telecommuting, variable pay, flexible benefits Employee Involvement |
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Job Characteristics/Enrichment
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may not be the same in collectivist cultures
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Telecommuting, variable pay, flexible benefits
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while all of these seem to be on the increase, not enough research has been done to make any conclusions
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Employee Involvement
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important to modify practices to reflect national culture
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