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Ind/group Dynamics > 2: Motivation > Flashcards

2: Motivation Flashcards

1
Q

Maslow’s hierarchy of needs

A
  1. Physiological
  2. Safety
  3. Love/belonging
  4. Esteem
  5. Self-actualization
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2
Q
  1. Physiological examples
A

Breathing, food, water, sex, sleep, homeostasis, excretion

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3
Q
  1. Safety examples
A

Security of: body, employment, resources, morality, the family, health, property

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4
Q
  1. Love/belonging examples
A

Friendship, family, sexual intimacy

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5
Q
  1. Esteem examples
A

Self-esteem, confidence, achievement, respect of others, respect by others

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6
Q
  1. Self-actualization examples
A

Morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts

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7
Q

The “trio of needs”

A
  • Power
  • Affiliation
  • Achievement
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8
Q

Motivation

A

Effort and persistence exerted by individuals as they work through specific tasks

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9
Q

Alderfer’s Three Dimensions of Motivation

A
  1. Existence
  2. Relatedness
  3. Growth
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10
Q

McClelland’s Factors

A
  1. Need for Affiliation
  2. Need for Achievement
  3. Need for Power
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11
Q
  1. Need for Affiliation
A

Person may appear to be applying inconsistent standards and reluctant to engage in necessary conflict

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12
Q
  1. Need for Achievement
A

Person will excel at certain tasks, may be afraid to delegate and will be prone to micromanagement

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13
Q
  1. Need for Power
A

Person may be more concerned with influence and will be perceived as consistent

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14
Q

Cognitive Evaluation Theory

A

The introduction of rewards creates a situation where the motivation and thus the effort a person puts into a task decreases

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15
Q

Expectancy Theory

A

A person will put effort into task that will improve performance and in turn will result in something of value

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16
Q

Equity Theory

A

A person will compare their effort to reward ratio and then compare it with others around them

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17
Q

The four dimensions of perceived justice

A
  1. Distributive justice
  2. Procedural justice
  3. Interpersonal justice
  4. Informational justice
18
Q
  1. Distributive justice
A

How rewards and resources are distributed

19
Q
  1. Procedural justice
A

How decisions are reached

20
Q
  1. Interpersonal justice
A

How people are treated

21
Q
  1. Informational justice
A

What information is used and communicated

22
Q

Optimal experience (aka “flow”)

A

The process where a person becomes completely engaged in the activity; it becomes effortless and the person experiences mastery over the task

23
Q

Herzberg’s two-factor theory

A
  1. Hygiene
  2. Motivators
24
Q
  1. Hygiene factors
A
  1. Pay
  2. Working conditions
  3. Quality of supervisor
  4. Organizational policies
25
Q
  1. Motivators factors
A
  1. Achievement
  2. Recognition
  3. Work design and nature of work
  4. Responsibility
  5. Advancement
  6. Growth
26
Q

Job characteristics

A
  • Skill variety
  • Task Identity
  • Task significance
  • Autonomy
  • Feedback
27
Q

Theory X

A

□ People are basically lazy
□ People need to be coerced and controlled
□ People will not work hard if left to their own
□ People place security needs over other needs and dislike change

28
Q

Theory Y

A

□ Employees are fundamentally self-directed and capable
□ Work is as natural as play
□ The average person seeks responsibility
□ Decision-making should be decentralized

29
Q

Extrinsic Motivators

A
  • Salary
  • Bonuses
  • Free food
  • Gift baskets
30
Q

Intrinsic Motivators

A
  • Mentorship
  • Coaching
  • Allow employee to allocate their time to a project of their choice
31
Q

Talent management

A
  • Involves direct and indirect compensation as well as opportunity flexibility, and chance for advancement
32
Q

Social Comparison Theory moderators:

A
  1. Relevance
  2. Similarity (to target of comparison)
  3. Proximity to standard (rankings)
  4. Number
33
Q
  1. Relevance
A

The more the performance dimension is personally relevant, the more social comparison concerns and competitive motivation

34
Q
  1. Similarity (to target of comparison)
A

The more similar in ability, performance, or attributes, the more social comparison concern and competitive motivation

35
Q
  1. Proximity to standard (rankings)
A

The higher one is ranked, the stronger the social comparison concerns and thus the stronger competitive motivation; the more middling the rank, the less concern for social comparison.

36
Q
  1. Number
A

As the number of competitors decreases, social comparison concerns and competitive motivation increase (“The N-Effect”)

37
Q

The dark side of social comparison

A
  • Envy
  • Unethical behavior
  • Sabotage
  • Preventing others from joining
  • Reduced willingness to maximize joint gains
38
Q
  1. Growth mindset
A

Failure is an opportunity to grow

39
Q
  1. Fixed mindset
A

Failure is a limit of a person’s abilities

40
Q

Primary problem with reward systems

A

They do not reward the behaviors that organizations really want to motivate “hoping for ‘A’ while rewarding ‘B’”

Ind/group Dynamics (5 decks)

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