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60 Cards in this Set
- Front
- Back
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Enterprise Rent-A-Car
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The largest rental car company in the U.S. who hires more college grads than any other company. Considered by BusinessWeek to be in the top 50 best places to launch a career. Looks for people that are highly motivated, positive, energetic, and enthusiastic.
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motivation
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a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence. Contributes (along with ability) to a high level of effective job performance.
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Geoff Colvin
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writer that claims that talent is overrated. Of course raw talent is important (Tiger Woods shot a 48 on 9 holes when he was 3), but he argues that "deliberate practice" is what distinguishes individuals because it takes hard work and persistence.
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DIRECTION of effort
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What a person decides to do. Determined by expectancy, instrumentality, and valence (MUST have all three to establish motivational force).
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INTENSITY of effort
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How hard a person works on something.
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PERSISTENCE of effort
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How long a person works on something.
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engagement
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high levels of intensity and persistence in work effort. Employees who exhibit this completely invest themselves and their energies into their jobs. Also exhibited by individuals taking initiative, and give their work lots of attention and concentration.
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expectancy theory
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the cognitive process that employees go through to make choices among different voluntary responses. It argues that employee behavior is directed toward pleasure and away from pain or, more generally, toward certain outcomes and away from others. The more "efficacious" an individual is, the more expectancy they will have regarding succeeding, therefore they are usually more willing to put forth the effort.
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expectancy
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represents the belief that exerting a high level of effort will result in the successful performance of some task. It is a subjective probability ranging from 0 to 1 ("no chance" to "absolute certainty") that a specific amount of effort will result in a specific level of performance (abbreviated E "to" P).
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self-efficacy
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the belief that a person has the capabilities needed to execute the behaviors required for task success. Think of it as a kind of self-confidence or a task-specific version of self esteem. Coaches give "halftime speeches" which are formulated to bolster this.
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past accomplishes
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the degree to which a person has succeeded of failed in similar sorts of tasks in the past. Contributes to self-efficacy.
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vicarious experiences
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accounts from observations and discussions with others who have performed such tasks. Contributes to self-efficacy.
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verbal persuasion
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friends, coworkers, and leaders can encourage employees and tell them that they can "get the job done". Contributes to self-efficacy.
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emotional cues
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feelings of fear or anxiety that can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels. Contributes to self-efficacy.
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instrumentality
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the belief that successful performance will result in some outcomes. Is a set of subjective probabilities ranging from 0 to 1 ("no chance" to "absolute certainty") that a successful performance with bring a set of outcomes (abbreviated P "to" O). Unfortunately, a survey of more than 10,000 employees said that only 35% viewed performance as the key driver of their pay (60% saw seniority as the key driver).
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valence
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reflects the anticipated value of the outcomes associated with performance (abbreviated V). Can be positive, negative, or 0 (I'd prefer outcome X, I'd prefer not having outcome X, we're still talking about outcome X??).
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"positively valenced" outcomes
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salary increases, bonuses, and informal rewards.
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"negatively valenced" outcomes
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disciplinary actions, demotions, and terminations.
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needs
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cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences. Attractiveness of outcomes which meet needs varies across cultures.
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extrinsic motivation
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motivation that is controlled by some contingency that depends on task performance. Ex: Receiving acknowledgement.
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intrinsic motivation
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motivation that is felt when task performance serves as its own reward. Enjoyment, interestingness, and personal expression are self generated and foster this.
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Need for EXISTENCE
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The need for the food, shelter, safety, and protection required for human existence.
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Need for RELATEDNESS
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The need to create and maintain lasting, positive, interpersonal relationships.
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Need for CONTROL
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The need to be able to predict and control one's future.
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Need for ESTEEM
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The need to hold a high evaluation of oneself and to feel effective and respected by others.
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Need for MEANING
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The need to perform tasks that one cares about and that appeal to one's ideals and sense of purpose.
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"total motivation"
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the sum of an individual's extrinsic and intrinsic motivations.
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meaning of money
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the degree to which they view money as having symbolic, not just economic, value. The symbolic value of money can be summarized in at least three dimensions: achievement, respect, and freedom. Studies show that employees underestimate how powerful a motivator pay and money are. Studies show money symbolically represents more for men, people with higher salaries, and older employees.
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goal setting theory
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views goals as the primary drivers of the intensity and persistence of effort. Argues that assigning specific and difficult goals will result in higher levels of performance compared to assigning no goals, easy goals, or "do you best" goals.
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goals
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the objective or aim of an action and typically refer to attaining a specific standard of proficiency, often within a specified limit.
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giving specific and difficult goals
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gives employees a "measuring stick" and something to aspire to accomplish. It encourages employees to work both harder and smarter. 90% of studies show a benefit for these types of goals.
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self-set goals
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the internalized goals that people use to monitor their own task progress. Setting specific and difficult goals can increase and direct this.
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task strategies
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learning plans and problem-solving approaches used to achieve successful performance.
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feedback
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A moderator that consists of updates on employee progress toward goal attainment.
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task complexity
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A moderator which reflects how complicated the information and actions involved in a task are, as well as how much the task changes.
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goal commitment
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A moderator defined as the degree to which a person accepts a goal and is determined to try to reach it. Ways to foster this are offering rewards, support, publicity, participation, and resources.
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S.M.A.R.T. goals
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an acronym standing for goals that are Specific, Measureable, Achievable, Results-based, and Time-sensitive.
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equity theory
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acknowledges that motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people. It suggests that employees create a "mental ledger" of the outcomes (or rewards) they get from their job duties. Argues that you compare your ratio of outcomes and inputs to the ratio of some "comparison other".
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comparison other
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some person who seems to provide an intuitive frame of reference for judging equity. People can have multiple "comparison others".
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equity distress
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this is triggered when your ratio of outcomes to inputs is DIFFERENT than your comparison other's ratio; an internal tension is created that can only be alleviated by restoring balance to the ratio, such as in an "underreward case" or "overreward case".
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Underreward Inequity
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Equity distress which occurs when your outputs/inputs ratio is less than that of a counterpart, creating negative feelings such as anger or envy. Restoring balance can occur by constructively confronting a boss, or stealing from the company, or decreasing your inputs to decrease your ratio. Or switch your comparison other...
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Overreward Inequity
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Equity distress which occurs when your outputs/inputs ratio is greater than that of a counterpart, creating negative feelings such as guilt and anxiety. Restoring balance can occur by shrinking your outcomes (yeah right) or growing your inputs through higher quality work or through cognitive distortion. Or switch your comparison other...
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cognitive distortion
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allows a person to restore balance mentally, without altering their behavior in any way. They "rethink" how much their work is worth.
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internal comparisons
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comparisons to people within the same company.
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external comparisons
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comparisons to people in a different company.
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job equity
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when someone compares with others doing the same job in the same organization, with similar education, seniority, and effort. Is the most powerful driver of citizenship behaviors.
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company equity
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when someone compares with others in the same organization doing substantially different jobs, but with similar responsibility, skill, effort, and education.
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occupational equity
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when someone compares with others doing essentially the same job in other organizations. Is the most powerful driver of employee withdrawal.
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educational equity
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when someone compares with others who have attained the same education level, with similar responsibilities.
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age equity
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when someone compares with others of the same age.
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CEO pay inequity
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despite their unique and extensive inputs, CEOs used to make 33 times what the average worker did three decades ago. Today they make more than 100 times as much. Countrywide's CEO makes $103 million a year despite a -6% annual return, while Amazon's CEO makes $1 million while delivering a +32% return.
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pay secrecy
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not divulging how much employees make. 36% of companies discourage employees discussing pay and most employees agree.
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psychological empowerment
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reflects an energy rooted in the belief that work tasks contribute to some larger purpose. It represents a form of intrinsic motivation, in that merely performing the work tasks serves as its own reward and supplies many of the intrinsic outcomes.
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meaningfulness
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captures the value of a work goal or purpose, relative to a person's own ideals and passions. It makes it easier to concentrate on the task and get excited about it.
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self-determination
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A strong driver in intrinsic motivation, reflects a sense of choice in the initiation and continuation of work tasks. Employees with high levels of self-determination can choose what tasks to work on, how to structure those tasks, and how long to pursue those tasks.
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competence
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captures a person's belief in his or her capability to perform work tasks successfully. It's identical to the self-efficacy concept, and brings with it a sense of pride and mastery, which is intrinsically motivating.
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impact
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reflects the sense that a person's actions "make a difference" - that progress is being made toward fulfilling some important purpose. This feeling may be increased by celebrating milestones and building collaborative relationships.
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Motivation's impact on job performance
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Has a strong positive correlation (~ .5) and also tends to show people have a higher level of task performance. Effects are strongest for self-efficacy, goal difficulty, the Valence-Instrumentality-Expectancy combination, and equity (in that order).
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Motivation's impact on organizational commitment
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Although this relationship (just as with citizenship behaviors) is assumedly straight-forward, equity (which promotes motivation) has a moderate positive correlation (~.3) with organizational Affective and Normative commitment.
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compensation systems
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The most important area in which motivation concepts are applied in organizations, addressing how big a factor pay is. Main types include Individual-Focused, Unit-Focused, and Organization-Focused.
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