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GMGT 2070 > Chapter 4: Needs Theories of Motivation > Flashcards

Chapter 4: Needs Theories of Motivation Flashcards

1
Q

Motivation: 3 things and reaches _____?

A

intensity, direction, persistence and effort a person shows in reaching a goal

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2
Q

intensity

A

how hard person tires

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3
Q

Direction

A

where effort is channelled

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4
Q

Persistence

A

How long effort is maintained

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5
Q

Individual Attempts to Theorize Motivation

A

Early attempts to understand motivation using X,Y, Reinforcement

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6
Q

What is Theory X
what 3 things does it propose

A

Negative view of humanity

Proposing people
- dislike work
- try to avoid work
- must be controlled or threatened with punishment if they are to perform

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7
Q

What is Theory Y
what 3 things does it propose

A

Positive View of Humanity

Proposing People
- like to work
- creative and responsible
- exercise self-direction and self-control

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8
Q

Theory X and Y can be seen as _____ of each or ______ of continuum.

Where would most people approach human nature

A

Compliments, end points, approach somewhere in between

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9
Q

Reinforcement Theory

A

People learn how to behave to get something they want or to avoid something they don’t want

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10
Q

Reinforcement Theory is also called

A

Operant conditioning

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11
Q

4 methods of shaping behaviour

A

Positive Reinforcement, Negative Reinforcement, Punishment, Extinction

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12
Q

4 methods of shaping behaviour: Positive Reinforcement

A

Following a response with something pleasant

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13
Q

4 methods of shaping behaviour: Negative Reinforcement

A

Following a response by termination or withdrawal of something unpleasant

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14
Q

4 methods of shaping behaviour: Punishment (Positive)

A

Causing an unpleasant condition in attempt to eliminate an undesirable behaviour

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15
Q

4 methods of shaping behaviour: Extinction (Negative Punishment)

A

Eliminating any reinforcement that is maintaining a behaviour

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16
Q

What are limitations of reinforcement theory

A

motivational, but limited because it ignores feeling, attitudes, expectation and other variables

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17
Q

Need Theories of Motivation

A

Motivation comes from unsatisfied needs. Satisfied needs means no longer motivate.

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18
Q

Maslow’s Five Hierarchy of Needs Theory
5 needs and some examples

A

Physiological:
- Hunger, Thirst, Shelter, bodily needs
Safety:
- Security and protection from harm
Social:
- Affection, belong, friends, acceptance
Esteem:
- Self-Respect, autonomy, achievement
Self-actualization:
- growth, achieving potential, self-fulfillment

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19
Q

Lower Order Needs
and is satisfied internal or external

A

Physiological, safety needs
satisfied externally

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20
Q

Higher Order Needs

A

Belonging, self-esteem, self-actualization satisfied internally

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21
Q

Herzberg’s Motivation-hygiene theory (also known as two-factor theory)

A

Factors that drive people to feel good about jobs are significantly different from the factors that drive people to feel bad about jobs

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22
Q

Herzberg’s Motivation: Satisfaction and Dissatisfaction factor relationship

A

satisfaction and dissatisfaction are independent. opposite of satisfaction is no satisfaction and opposite of dissatisfaction is no dissatisfaction.

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23
Q

Herzberg’s Motivation two factors

A

Intrinsic and Hygiene

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24
Q

Intrinsic Factors + examples

A

Satisfaction: Achievement, recognition, Challenging, Responsibility, Growth,

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25
Q

Hygiene Factors + Example

A

Dissatisfaction: Company Policy, Poor relationship with colleagues or supervisor, poor working conditions

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26
Q

Does making someone feel achieved mean making them satisfied?

A

No, must look at Hygiene Factors

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27
Q

McClelland’s Theory of Needs (3)
Need for:

A

achievement, Power, affiliation

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28
Q

Need for achievement

A

Drive to excel, achieve beyond standards, succeed.

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29
Q

Need for Power

A

Make others behave in a way that they wouldn’t have otherwise. Closely related to managerial success

30
Q

Need for affiliation

A

Desire for friendly and close interpersonal relationships. Closely related to managerial success

31
Q

Individuals vary in terms of how much they have each and every of these needs: Discuss High Achievers….

A
  • motivated to obtain higher performance when jobs have a high degree of personal responsibilities, feedback and moderate level of risk
  • do not necessarily make good managers, high achievers tend to work better when they work alone. Managers need to work well with others
32
Q

Impact of Theory: Maslow’s Five Hierarchy of Needs

A

Wide recognition among practising managers, many familiar with it

33
Q

Impact of Theory: Herzberg’s Motivation-hygiene theory

A

Popularity of giving workers greater responsibility for planning and controlling their work. Shows that more than one need may operate at the same time.

34
Q

Impact of Theory: McClelland

A

High need achievers do not necessarily make good managers, high achievers more interested in how they do personally

35
Q

Process Theories and 3 main components

A

Go beyond individual needs and focus on the broader picture of how one motivates oneself and others. Expectancy, Goal-Setting and Self-efficacy theory

36
Q

Expectancy Theory
- Most widely accepted explanations of motivation, Victor Vroom
- people will be motivated to work when they believe that (3)

A
  • Effort will lead to good performance
  • Good performance will lead to organizational rewards
  • Rewards will satisfy personal goals
37
Q

To Motivate Employees, managers should focus on strengthening these relationships: (3)

A

Effort-Performance
Performance-Reward
Rewards-Personal Goals

38
Q

Effort-Performance Relationship

A

Perceived probability that exerting a given amount of effort will lead to performance

39
Q

Performance-Reward Relationship

A

Degree to which individual believes that performing at a particular level will lead to organizational rewards

40
Q

Rewards-Personal Goals Relationship

A

Degree to which organizational rewards satisfy an individual’s personal goals or needs and are attractive to the individual

41
Q

Goal Setting Theory

A

Specific/Difficult goals, & feedback, lead to higher performance

42
Q

4 things that Goals can do

A

Direct attention, regulate effort, increase persistence, development of strategies

43
Q

S-M-A-R-T Goals and description

A

Specific
- know what is to be achieved
Measurable
- goal can be tracked and reviewed
Attainable
- goal is reasonable and achievable
Results-Oriented
- Support vision of organization
Time-bound
- achieved within a stated time

44
Q

Goal Setting for Organization (4 plus description)

A

Specific Goals:
- tangible, verifiable, measurable
Participative Decision Making:
- Employees need to accept goals, have voice before these goals can motivate.
Explicit Time period:
- achieved in
Performance Feedback:
- individual employees may lose sight of the big picture if not updated on their progress.

45
Q

Self-Efficacy Theory (Social Cognitive Theory and Social Learning Theory)

A

individual’s belief that they are capable of performing a task has a profound influence on whether the person can accomplish the task.

46
Q

Higher the self-efficacy then

A

the more confident the person will be in completing the task, and more likely they will be able to accomplish the task

47
Q

Increasing self-efficacy:
Enactive Mastery

A

Gaining relevant experience

48
Q

Increasing self-efficacy:
Vicarious Modeling

A

Confidence gained by seeing someone else perform task

49
Q

Increasing self-efficacy:
Verbal Persuasion

A

Confidence gained because someone convinces you that you have the necessary skills to succeed

50
Q

Increasing self-efficacy:
Arousal

A

Energized state can drive a person to complete the task

51
Q

Response to Reward System

A

How these motivational strategies will be received and perceived by employees as humans are subjective

52
Q

Equity Theory

A

Individuals are concerned not only with the value of rewards for their efforts but also with the relation of this amount to what others receive

53
Q

Equity Comparisons: Self-inside

A

An employee’s experiences in a different position inside their current organization

54
Q

Equity Comparisons: Self-outside

A

An employee’s experiences in a situation or position outside their current organization

55
Q

Equity Comparisons: Other-inside

A

Another individual or group of individuals inside the employee’s organization

56
Q

Equity Comparisons: Other-outside

A

Another individual or group of individuals outside the employee’s organization

57
Q

Response to inequity: Change in inputs

A

choose to work less hard to achieve equity

58
Q

Response to inequity: Change to outcomes

A

ask supervisor for a raise to restore equity

59
Q

Response to inequity: Adjust perception of self

A

re-evaluate amount of effort put into their job

60
Q

Response to inequity: adjust perception of others

A

re-evaluate output other person receives

61
Q

Response to inequity: Choose a different referent

A

compare self with someone else, someone with similar input to output ratio

62
Q

Response to inequity: leave the field

A

quit their job or transfer

63
Q

Organizational Justice and 4 perceptions

A

overall perception of what is fair in workplace. Distributive, Procedural, Informational, Interpersonal

64
Q

Distributive Justice

A

Perceived fairness of the amount and allocation of resources among individuals <- Key is equity

65
Q

Procedural Justice:

A

Perceived fairness of the process used to determine the distribution of rewards. Everyone affected has their own voice

66
Q

Informational Justice and more detailed managers then?

A

Whether people receive explanations for key decisions and informed of important matters. More detailed managers are with employees, the more fairly treated employees feel

67
Q

Interpersonal Justice and what to managers think?

A

An individual’s perception of the degree to which they are treated with dignity, concern and respect. Managers think treating employees politely as being too soft and that aggressive tactics may work better.

68
Q
  1. Distributive and Procedural justice lead to ?
  2. Informational and Interpersonal justice lead to ?
A
  1. higher task performance
  2. higher OCB
69
Q

Self-Determination Theory

A

People prefer to feel that they have control over their actions. Introduction of extrinsic and intrinsic motivators

70
Q

Intrinsic Motivators

A

Person’s internal desire to do something, such as interest, challenge and personal satisfaction

71
Q

Extrinsic Motivators

A

Motivation that comes from outside the person, such as pay, bonuses, and other tangible rewards

72
Q

How to increase intrinsic motivation?
Sense of Choice
Sense of Competence
Sense of Meaningfulness
Sense of progress

A
  • delegated authority, trust in workers, security for honest mistakes, purpose
  • knowledge, positive feedback, skill recognition, challenge, and high non-comparative standards
  • clearly identified passions, an exciting vision, relevant task purposes, whole tasks
  • a collaborative climate, milestones, celebrations, access to customers, and measurement of improvement

GMGT 2070 (9 decks)

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