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37 Cards in this Set
- Front
- Back
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Motivation
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the process that accounts for an individuals intensity, direction and persistence of effort towards attaining a goal
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Maslow's hierarchy of needs
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1. physiological (hunger, warmth, sex)
2. safety 3. social 4. esteem 5. self actualization |
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Theory X and Y
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theory X (negative) implies that managers believe that employees inherently hate their work and therefore must be coerced into doing it
theory Y(positive) says managers assume that employees can view work as natural like play or rest and therefore they can learn to accept and seek responsibility |
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Two factor theory
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motivation hygiene theory
relationship to work = basic attitude determines success or failure intrinsic factors = advancement, recognition, responsibility led to job satisfaction dissatisfied respondents = extrinsic factors = supervision, pay, company policies, work conditions - hygiene factors opposite of satisfaction is no satisfaction opposite of dissatisfaction is no dissatisfaction |
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Detractions of two factor theory
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1. procedure herzberg used is limited (self serving bias)
2. reliability of methodology is questionable 3. no measure of satisfaction was utilized 4. relationship between satisfaction and productivity |
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McClelland's theory of needs
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focuses on
- needs for achievement nAch - drive to excel - needs for power nPow - need to control others - needs for affiliation nAff - desire for relationships hard to measure because subconscious |
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jobs and motivation
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high achievers perform best when they perceive probably of success is 50-50, dislike gambling, set goals that require stretching themselves a little
relationship between achievement need and job performance 1. when jobs have a high degree of personal responsibility and feedback and an intermediate amount of risk high achievers = strongly motived 2. high achiever = not a good manager b/c interested in how they do personally not influencing others 3. higher power motivation and low need for affiliation = best manager |
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Self determination theory
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people prefer to feel they have control over their actions so anything that makes a perviously enjoyed task feel like an obligation undermines motivation
people are driven by a need for autonomy and seek ways to achieve competence and positive connections to others however positive feedback and deadlines help but only if individuals do not see them as coercive |
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cognitive evaluation theory
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extrinsic rewards reduce intrinsic interest in a task
when people receive a reward for their performance they will feel less like they did it based on intrinsic reasons to excel and more like they just did it because the organization wants it however, goal setting is more effective in improving motivation when their are rewards |
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self concordance
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people are more likely to pursue goals that are in line with their core values and interests
goals are more meaningful them to them people who pursue goals for intrinsic reasons have more job satisfaction, will fit into org better, perform better |
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Goal setting theory
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belief that managers should make specific and difficult goals and the highest goals
specific goals = higher performance difficult goals, when accepted = higher performance than easy goals (have to work harder, increase persistence, help us focus) feedback = higher performance than nonfeedback (self generated is the best) |
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Contingencies to goal setting theory
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believes that the individual believes he or she can achieve the goal and wants to achieve it
more likely to occur when goals are made public when individuals have the internal locus for control when goals are set rather than assigned does not work equally well in all tasks - better when tasks are simple and independent differs across cultures (better in collectivist society than individualist) can cause people to ignore long term effects and act unethically |
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Goal setting and learning
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when learning is an important part of the process goal setting undermines the process because focus too much on performance - lose creativity and ignore changing conditions (undermine adaptivity)
in these cases make the goal to learn and generate alternatives not to perform |
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Management by objective programs
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best utilizes goal setting theory
set goals that are tangible, verifiable, and measurable translates general organizational objectives into specific objectives at every level managers at every level work towards these objectives links hierarchy together through general all the way to individual goals |
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Four components of management by objectives
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1. specific goals
2. participation (in creating and achieving goals) 3. specific time frame 4. performance feedback |
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Self efficacy
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the confidence someone has in their ability to accomplish a task
higher self efficacy = respond to negative feedback by working harder, perform better in more difficult situations |
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Self efficacy and goal setting theory
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complements b/c setting higher goals for people communicates that you have confidence
1. manager sets a specific challenging goal 2. individual has confidence they can accomplish the goal (self efficacy) AND / OR individual sets an even higher personal (self-set) goal for themselves 3. individual has a higher level of job/task performance |
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Components of self efficacy
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1. enactive mastery (doing a task and gaining experience / confidence that you can do it again successfully)
2. vicarious modeling (become more confident because you see someone else doing a task) 3. verbal persuasion (someone convinces you that you have the skills to do this) 4. arousal (getting psyched up) |
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Pygmalion effect
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increased self efficacy occurs when you tell someones teacher or supervisor that they are smart / apt so that they spend more time on them and give them harder assignments
form of self-fulfiing prophesy |
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Galatea effect
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high performance expectations are communicated directly to the employee
louise telling me I don't have to pee |
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Personality and intelligence and self efficacy
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intelligence and personality (confidence, conscientiousness, emotional stability) all lead to higher self efficacy
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Role equity
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people compare what they get from their jobs (salaries, raises, levels, bonuses) to what they put in (education, effort, experience, competence) and then compare this outcome input ratio to the people around them
equity exists when ratio is equal = justice unequal = equity tension unequal and we're unrewarded = tension creates anger unequal and we're over-rewarded = guilt |
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Choice of referent effects equity theory
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1. self inside - our experiences/situations in a different role in the organization
2. self outside - our experiences/situations in a role in another organization 3. other inside - another person in the same role as us within the organization 4. other outside - another person in another organization |
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Six decisions that person will make when they perceive equity tension
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1. change inputs
2. change outputs 3. distort perceptions (I thought I was going moderate pace = clearly too hard) 4. distort perceptions of others (mikes job isn't as desirable as I thought) 5. chose a different referent 6. leave job |
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Contingencies of role equity theory
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- people don't respond as poorly when the inequity is in their favor
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Distributive justice
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perceived fairness of outcome
ex) got the pay raise I deserved relates to organizational commitment and satisfaction with outcomes |
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Organizational justice
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organizational justice is overall perception of what is fair in the workplace
key elements: -person's perceptions of justice (skewed by self serving bias and egocentric bias) -how we get paid must have procedural justice |
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Procedural justice
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perceived fairness of the process used to determine the distribution of rewards
- process control is the opportunity to present your point of view about desired outcomes to decision makers (more likely to perceive it as fair if they have some control) - explanations are clear reasons management gives for outcomes also very important to be consistent, unbiased, provide accurate info, and be open to appeals very crucial when distributive justice is lacking related to job satisfaction, employee trust, job performance, citizenship behavior |
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Interactional justice
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perceived degree to which one is treated with dignity and respect
when treated unjust we retaliate perceptions of injustice = bad perceptions of supervisor |
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Fostering employee perception of fairness
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1. realize employees are especially sensitive to unfairness in procedures when bad news has been communicated (low distribution justice)
2. important to share information about how allocation decisions are made 3. follow unbiased and consistent procedures 4. when dealing with perceived injustice focus on the source of the problem |
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Expectancy theory
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strength of our tendency to act in a certain why depends on the strength of our expectation of a given outcome and its attractiveness
aka more likely to act a certain way if it leads to high performance appraisal (leads to raise and satisfaction of personal goals) |
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three relationships for expectancy theory
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1. efforts - performance
2. performance - rewards 3. rewards - personal goals |
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Efforts rewards relationship
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The probably perceived by a person that putting in a certain amount of effort will lead to performance
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Performance - reward relationship
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the degree that a person believes that performing at a certain level will lead to desired rewards
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Rewards - personal goals relationships
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the degree to which organizational rewards satisfy an individual's personal goals or needs to and the attractiveness of those potential rewards for the individual
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Why people aren't motivated to do their jobs
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- effort won't give good performance because they aren't skilled, appraisal system doesn't reward performance as much as loyalty, perceive boss doesn't like the
- performance doesn't give rewards - rewards other things b/c of politicking or impressions management - are rewards attractive - not enough resources, don't know employees interests just positions |
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contingencies for expectancy theory
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people aren't just rewarded for performance they are rewarded for seniority, innovation, effort skill, and job difficulty
but this does explain why people who are in the lower levels of workforce exert less effort |
