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people at work > 1 what drives them? > Flashcards

1 what drives them? Flashcards

1
Q

the phenomenon where your behavior is determined by ur level of confidence in your own abilities

A

self efficacy

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2
Q

goal-setting theory

A

canvas: behavior is directed by the nature of our internal and external goals

what that means:
Motivated behavior must include goals
* Purposefulness and intentionality
* Needs → motives → goals →performance (→ = influence)
* Specific difficult goals lead to higher levels of performance
* People that set specific difficult goals perform better than those who set “do your best”
goal or no goal
* Goal acceptance: goal has been assigned
Goal commitment: not only assigned but also self-set goals

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3
Q

task characteristics

A

canvas: behavior is directed by core task characteristics, but their influence varies across individuals

this means:

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4
Q

expectancy theory

A

canvas: behavior is directed by its expected results

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5
Q

need theory

A

canvas: behavior is directed by yet unfulfilled basic needs

what this means:
need theories state that when our needs are unfulfilled, we direct our motivation to do things that will fulfill them.
this manifests biologically with Maslow’s hierarchy of needs e.g.

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6
Q

equity theory

A

canvas: behavior is directed by a comparison between your own effort and outcomes, and the effort and outcomes of others

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7
Q

motivation

A

involves conditioned responses for the factors (thinking logic, planning, prioritize goals) that impulse you to act, rather than just having thoughts

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8
Q

person as machine

A

the person has a passive response to stimuli, the behaviors are reflexive, without conscious awareness

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9
Q

person as scientist

A

reflective people, people gather info and they try to understand or master the environment

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10
Q

person as judge

A

analysis of themselves and environment to decide if the course of actions would lead to something positive or negative

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11
Q

what theories fit into the “person as machine” category?

A

Maslow’s need theory
Herzberg’s two-factor theory
reinforcement theory

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12
Q

Maslow’s need theory + criticism

A

when we are young we are more focused on physical wellbeing, and when we get older we focus on our personal development.
5 needs organized hierarchically and built on each other: physiological needs, security needs, love or social needs, esteem needs, self-actualization needs.
He believed that all needs are universal, internal motivations that are inborn. All humans have a basic set of needs, automatic behavior.

book:

Criticism: these needs apply to all living creatures, including animals.

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13
Q

Herzberg two-factor theory

A

Hygienic factors- will make an employee work less if theres poor hygiene so having a clean space will eliminate dissatisfaction.

Motivation factors- will make the employee work harder

herzberg’s is basically a variation of maslows that argues that there’s only 2 basic needs. where one takes away dissatisfaction and the other one gives positive satisfaction
example:

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14
Q

Reinforcement theory

A

behavior depends on stimulus, response and rewards.
Contingent (everytime the correct response is shown) and intermittent rewards (only some times when the response is shown)

Criticism: impractical, difficult to implement in real life, jobs are hard to organise in terms of needed reinforcement.

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15
Q

what theories make part of “person as scientist”

A

Vroom’s VIE theory /expectancy theory
Equity theory + dissonance theory
organizational justice theory

loyola layola

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16
Q

what are the 3 components of motivation

A
  1. direction/choice of behavior; what a person is trying to do, the direction creates a vision which drives the next 2 aspects
  2. intensity of action (effort), how hard person is trying
  3. duration ; persistence of the behavior over time
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17
Q

in herzbeg’s 2 factor theory, what does hygiene and motivation needs represent in Maslow’s theory?

A

hygiene–> physical and security

motivation needs–> social, esteem and actualization

18
Q

what are the 4 mechanisms or inermediate states in the goal-setting theory

A

Direction – directing attention and action
o Effort/intensity – mobilizing energy or effort
o Persistence – prolonged effort over time
o Strategy – relevant strategies for goal attainment

19
Q

according to goal setting theory (person as judge) what is feedback loop

A

between knowledge of results and intermediate states between goal
commitment and performance
o Individual evaluates his or her performance and may change the intermediate
states

20
Q

according to goal setting theory (person as judge) what is control theory

A

individual compares a standard (a goal) to actual outcome and adjusts
behavior to bring the outcome in agreement with the standard
o Practical issues to be addressed:
▪ Should goals be related to quantity or quality of performance? Both
▪ Goals related to process or outcomes? Simple outcome goals lead quicker
to high performance
▪ How should they be set? Assign or set them by oneself? – cultural issues
▪ How difficult should the goal be? 10-20% above current ability
▪ When to get rewards? All-or -nothing basis? Easy goals →
underperformance, Difficult goals → quitting
▪ Individual vs group goals?

21
Q

what is missing factors of goal setting theory (judge)

A

they need to integrate variables such as knowledge and skill into the model

22
Q

self-efficacy theory and how is it different to self esteem?

A
  • by Bandura
  • Self-efficacy: belief in one’s own capability to perform a specific task or reach a specific goal (not self-esteem which also has a social aspect)

different to self esteem:
More related to motivation and behavior
o Self-esteem more related to emotions

23
Q

how can self efficacy be developed and increased?

A

Mastery experiences – successful performance of a challenging task
o Modeling – comparing capabilities to others, if someone similar to oneself can
succeed, own efficacy is strengthened
o Social persuasion – encouragement by others
o Physiological states – stress or fatigue indicates the task exceeds their abilities ,
techniques that reduce stress and fatigue increase feeling of self-efficacy

24
Q

what fits into the “person as intentional (judge)” metaphor?

A

goal setting theory
feedback loop
control theory
self-efficacy
Job characteristics theory/model (maybe its not so ask tutor
and justice at work topic

25
Q

job characteristics model (as judge)

A

Hackman and oldham
It is based on the idea that the job is the key to motivation, how to perform in a job, based on a score
five characteristics of a job – given numerical value and
are combined into a score Motivating Potential Score (MPS)

e.g. ?????

  1. skill variety
  2. task identity
  3. task significance
  4. autonomy
  5. feedback from the job
26
Q

what are the 5 core characteristics of a job? (according to the JCM model)

A

SKILL VARIETY: the focus is on the number of skills and talents required in this job (nurse requires more skills->higher score)
High: HR manager, nurse, teacher
▪ Low: operator on product assembly

TASK IDENTITY: job requires the performance of a whole unit, which is identifiable with a visible outcome. (carpenter)
▪ High: carpenter
▪ Low: operator who solders wires on a piece of equipment

TASK SIGNIFICANCE: the extent to which a job makes an impact on the lives of people inside and outside the organization
high- surgeon
low- administration

AUTONOMY: the degree of freedom and independence on the job, on the planning an execution
▪ High: lecturer
▪ Low: intern? Being supervised

FEEDBACK FROM THE JOB: the quality and amount of feedback a person gets ( a pilot vs a person working in sales)

27
Q

whats the formula for the Motivating potential score (MPS) from the JCM?

A

skill variety + task identity + task significance

divided those by 3
then multiply by autonomy x feedback

28
Q

how can the MPS be improved?

A

Combining tasks – enlarge the range of tasks of the employee for greater variety
* Forming natural work units – job that incorporates number of steps form start to finish
rather than a fragmented part of the whole job cycle, significance enhanced and
individual contribution
* Establishing client relationships – greater freedom, more potential for feedback and job
variety
* Vertical loading – give employees responsibility such as scheduling work, control of
quality, determining priorities, recruiting and training → greater autonomy
* Opening feedback channels – greater opportunity for feedback on performance

29
Q

justice at work

A

Organizational justice refers to perceptions that someone or something is fair. Justice

and injustice perceptions subjective.
economic relationship between employer and employee (employee gives skill and employer pays compensation

also social relationship (employee also wants recognition, belonging)

30
Q

the literature on organizational justice is divided in 2dimensions:

A
  1. unit of analysis
    recipient
    observer
    actor
  2. the nature of the variable of interest
    independent - how it relates to work
    dependent -
31
Q

nature of variable of interest x unit of analysis chart thing about recipient, observer, actor

A

what is that?

32
Q

distributive justice

A

fairness of decision outcomes (pay, promotions, desirable assignments).
Decision or distribution fair when conforms to norm of allocation:
- According to merit: Equity norm → better performers get better pay (dominant)
- On basis of needs: Need norm → those with greater needs get greater benefits
- Equality norm: Same outcomes to all

33
Q

procedural justice

A

on the fairness of the process that leads to the decision, people who have a say in the decision making tend to believe their decision is more fair

34
Q

interactional justice

A

fairness perception is influenced by how people are treated. Interpersonal justice (interpersonal treatment) and informational justice (how fair is the decision)
* Interpersonal justice→ fairness of interpersonal treatment
* Informational justice→ fairness of explanations and info provided regarding decision

35
Q

3 main types of justice

A

distributive
procedural
interactional

36
Q

3 reasons why justice matters

A

Instrumental: they ensure productivity and favorability of their actions

  • Relational: information about social status and identity, recognition of being a member of the group
  • Deontic: respect. Everyone deserves to be treated fairly
37
Q

how are justice perceptions formed?

A
  • Equity theory
  • Fairness heuristics theory: people form overall justice judgments about an org and these judgments influence the cognitive heuristics
38
Q

7 ways to lower inequity (part of equity theory)

A

adjust own outcome
adjust

39
Q

what is a theory that basically replaced the equity theory?

A

justice at work or organisational justice

40
Q

Vrooms VIE theory

A

Valence: perceived value of rewards
e.g.
Instrumentality
e.g.
Expectancy
e.g.

41
Q

4 aspects of self efficacy theory

A

basically how u can increase it
- mastery experiences (gives u evidence u have the skill to accomplish things. you have the skills already to succeed. focus on ur strong aspects)

  • modelling (comparing ur skills with others. if i see someone my age opening their own clinic, i would feel more motivated to believe i can do the same. comparing urself with ppl on ur level is more effective than modeling ppl that dont have much in common)
  • social persuasion (encouragement makes u more motivated. skating alone vs sesh with ur friends. making feedback and persuasion personal to you)
  • physiological state (the energy levels in ur body and how u feel affect how u perceive the workload and therefore how much you believe u can do)
42
Q

feedback loop

A

you look at your performance and reflect what was good and what could be better essentially

people at work (6 decks)

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