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51 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Motivation |
Any state or condition that causes us to initiate, choose, inhibit or persist in specific behaviours and actions in specific circumstances. |
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Job design |
Any set of activities with the intention of improving the quality of employee job experience and productivity. |
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Taylor and job design |
20s. Money is the key motivator. Job design = scientific management... all aspects of the job are controlled. Advocates job simplification leading to job designs that minimise skill requirements and maximise management control. |
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Herzberg |
Hygiene factors and motivating factors... Hygiene factors = extrinsic factors e.g. pay and employment conditions. Employees not satisfied if not present. Motivating factors = intrinsic e.g. skill, responsibility and challenge. Has to be present. |
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Job design based on Herzberg |
Job enrichment... includes job enlargement, which means increasing the scope of the job by extending the job duties and responsibilities within the same level of the organisation. |
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In the ___ new technologies resulted in ___, leaving the workers as ____. Due to this more focus was placed on the ____. |
1950s... The coal mining machine... Loaders... Social system. |
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Mayo's social factors theory date. |
1950s. |
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Mayo's social factors theory: |
Proposes the importance of group membership in motivating employees. Suggested people are motivated by other people and being in the presence of others. |
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Designing motivating jobs based on Mayo's social factors: |
Autonomous work groups/ sociotechnical systems could be put in place... this means work groups running themselves, and instead of assembly lines teams of people are making the whole product. |
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Hackman & Oldham date. |
1976 |
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Hackman & Oldham: |
Job characteristics model... notion that the task is important for motivation. |
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5 core dimensions of the job characteristics model... |
Skill variety... Task identity... Task significance... Autonomy... Feedback... |
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3 critical psychological states that the 5 core dimensions impact on... |
Experienced mindfulness... Experienced responsibility... Knowledge of results... |
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Outcome of critical psychological states in the job characteristics model... |
High intrinsic motivation... High job performance... High job satisfaction... Low absenteeism... |
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If there are any negative issues with any of the components in the job characteristics model changes need to be made such as... |
...Varying the type of work that individuals undertake so they can use a variety of skills. ...Providing individuals with autonomy over how they conduct their work. |
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Hackman & Oldham (1976) job diagnostic Survey (JDS) |
Motivating potential score (MPS) = skill variety × task identity + task significance / 3 × autonomy × feedback. |
Equation |
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The average scores for the job diagnostic Survey based on how many different jobs. |
876 different jobs. Average score of 128. |
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It is important to consider individual differences due to the fact that... |
The content which motivates one individual may not motivated another. |
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Marlows hierarchy of needs date... |
1943 |
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Maslows hierarchy of needs proposes... |
All individuals are driven by needs. |
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Each need in Maslows hierarchy can be represented by work factors e.g. |
Psychological needs = lunch breaks and pay. Love and belonging needs = belonging within the organisation. |
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Individuals may be at different levels of the hierarchy therefore... |
For managers to motivate employees the manager needs to determine rewards related to the level of each employee individually. |
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Limitation of Maslow's theory: |
Suggests only one need can be motivated at a time thus a person may require a safe working environment but doesn't need a feeling of belongingness. |
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Aldefers ERG theory date |
1969 |
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Aldefers ERG theory: |
A revision of Maslow's theory. Needs classified into 3 categories. ... existence ( material motivators) ... relatedness (interpersonal relationships) ... growth (personal development) |
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Practicalities of Aldefers theory: |
Managers must recognise that individuals have different needs that are fluid. |
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Mclelland date |
1961 |
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Mclelland |
Achievement motivation theory Suggests not everybody has the same work ethic and status aspiration. |
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Mclelland. Needs are classified into 3 categories: |
Need for achievement... Need for power... Need for affiliation... |
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Those with a need for achievement... |
Seek to excel. Set themselves challenging but achievable goals and feel rewarded when they reach these goals. |
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Those with a need for power... |
Like to lead others. |
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Those with a need for affiliation... |
Prefer working with and having friendly interaction with other people. |
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Job design based on Mclellands Achievement theory... |
Individuals with a need for achievement would be more suited to jobs such as sales where they are given achievable goals. Those with a need for power would operate well as team leaders. And those with a need for affiliation are suited to roles such as customer service. |
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Process theories... Adams equity theory date |
1965 |
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Adam's (1965) equity theory... |
Suggests individuals have beliefs relating to the fairness of treatment they receive at work, with a balance in fairness motivating an individual and an imbalance reducing motivation. |
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Adams equity theory. It is proposed that people calculate... |
The amount of effort they put into their work (e.g. time and performance) compared to how much they are getting out (e.g. compensation and recognition). |
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Adams equity theory... After calculating their input-output ratio people evaluate... |
Their input-output ratio with similar employees and if there is inequality between employees motivation decreases. |
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Implications of Adams equity theory... |
Organisations need to develop reward systems that are both equitable and fair whereby employees value the outcome. |
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Vroom date |
1964 |
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Vroom (1964) |
Expectancy theory Another process theory and suggests that individuals are motivated when they believe that they will be rewarded or will have desirable outcomes. |
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Vroom... the motivating force of an individual equals... |
Their expectancy of achieving × valence ( the value they place on the outcome). |
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Implications of Vrooms theory to job design... |
Managers should determine the primary outcome each employee wants as well as what levels of performance are needed to meet organisational goals. They also need to ensure the desired level of performance is possible and make links between desired outcomes and desired performance. |
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Green (2000) |
Developed expectancy theory suggesting that instead of individuals having expectations they have beliefs. First belief = confidence that effort will result in better performance. Second belief = the relationship between performance and outcomes, whereby managers give employees rewards for good performance. Third belief = satisfaction meaning the outcome provided by the manager should satisfy the employee. |
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Locke date |
1976 |
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Locke |
Goal setting theory Suggests individuals behaviour is motivated by their goals I.e. something they want to achieve. |
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Locke... goals that are challenging but achievable ... |
Increase motivation and lead to better performance. |
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Locke... a major factor affecting performance is... |
The role of feedback in motivating individuals. |
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Locke... feedback allows employees to... |
Understand how close they are to their goals. |
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Locke... commitment to a goal is determined by factors such as... |
Goal specificity and goal difficulty. |
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Locke... to make sure goals are clear and reachable they should be... |
SMART goals. This means they should be... Specific Manageable Achievable Provide results Time limited |
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Hawthorne studies (1930s) |
•Content theory... •Effects of lighting •Performance is affected by surroundings Those with better lighting had increased productivity productivity |
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