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IO > Motivation - Chapter 9 > Flashcards

Motivation - Chapter 9 Flashcards

1
Q

Organizational psychology, “is intimately tied to the recognition that organizations are complex social systems, and that almost all questions one may raise about the determinants of individual human behavior within organizations have to be viewed from the perspective of the entire social system”

A

Edgar Schein (1980) (pg. 6)

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2
Q

Systematic study of dispositional and situational variables that influence the behaviors and experiences of individuals and groups at work.

A

Organizational psychology

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3
Q

A force that drives people to behave in a way that energizes, directs, and sustains their work behavior

A

Work Motivation

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4
Q

What are 3 components of motivation?

A

Direction of behavior (what a person does)

Magnitude(intensity) of action(how hard a person works)

Persistence of direction(how kind a person works)

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5
Q

A force that organizes perceptions, beliefs, cognitions, & actions, giving rise to behaviors that reduce the force & bring about a steady state

A

Need

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6
Q

The study of human strength & well-being rather than weakness & disorders

A

Positive Psychology

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7
Q

The extent to which individuals value higher-order needs of desire to fulfill them

A

Growth need strength

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8
Q

People differ in terms of their sensitivity to over rewards or under reward situations

A

Equity sensitivity

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9
Q

Role of fairness in the workplace

A

Organizational justice

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10
Q

What is Maslows Hierarchy of Needs?

A

Humans aroused by basic biological and instinctive needs & people behave in order to satisfy them

  • needs(from low —>high): physiological safety, love, esteem, self-actualization
  • suggests humans are motivated by lower order needs, when those are met, higher-order needs become more important motivators
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11
Q

People are active decision makers who strive to be rational and choosing what to do, how much effort to exert, etc.

A

Cognitive choice theory

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12
Q

Individuals monitor and make adjustments to their behaviors pursuit of goals

A

Self-regulation theories

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13
Q

Emphasize personality traits, stable dispositions, needs, and values

A

need-motive-value theories

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14
Q

What are the 3 major categories of motivation theories?

A

Need-motive-value theories
Cognitive choice theories
Self-regulation theories

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15
Q

Existence—>relatedness—> growth

Existence( pat&fringe benefits)
Relatedness( social relationships)
Growth(interacting successfully with ones environment through exploration & mastery of it)

A

Alderfer’s ERG Theory

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16
Q

Hygienes—>motivators

Hygienes(supervision,salary, working conditions)

Motivators(recognition, responsibility, potential advancement, reinforcing for work well done)

A

Herzberg’s Two-Factor Theory

17
Q

Core job dimensions—> critical psychological states—> personal & work outcomes

-motivation is determined by the joint effects of individual differences in personality & characteristics of the job
Five core dimensions—> skill variety, task identity, task significance, autonomy, feedback

A

The Job Characteristics Model

18
Q

Define the 5 core job dimensions of the Job Characteristics Model

A

Skill variety: opportunity to use multiple skills
Task identity: extent to which the worker gets to see a task through from beginning to end
Task significance: extent to which the worker feels that task is valuable
Autonomy: the amount of control the worker has over the work
Feedback: the extent to which the worker receives clear feedback regarding performance

19
Q

Individuals adopt either an intrinsic or extrinsic motivation orientation

A

Cognitive Evaluation Theory

20
Q

Social-contextual events(reception of feedback/rewards) that enhance perceptions of competence improve intrinsic motivation

A

Self-determination Theory

21
Q

Provision of external reinforcement reduces intrinsic motivation

A

Overjustification effect

22
Q

Motivation is dependent on the expectations regarding effort-performance-outcome relationships

A

Expectancy theory (VIE)

23
Q

What does VIE stand for?

A

Valence: “value”, do they care about/desire the outcome

Instrumentality: do they believe that performing the necessary activity will result in the desired outcome?

Expectancy: do they believe that their efforts will result in achieving desired performance level?

24
Q

Motivation is directly linked to the manner in which individuals monitor their own behaviors and make adjustments and the pursuit of goals

(Come into play after a goal has been chosen; focus is on will)

A

Self-Regulation Theories

25
Q

Approach to improving motivation and performance and organizations is based in large part on reinforcement theory- particularly operant conditioning, and which desired behaviors are rewarded

A

Organizational behavior management (OBM)

26
Q

Process of increasing the motivating potential jobs-specifically, by strengthening the key motivating characteristics identified by job characteristics theory.

A

Job enrichment

27
Q

Employees have the flexibility to customize or modify their own jobs

A

Job Crafting

28
Q

Individuals perceptions of their ability to successfully compete a task of attain a goal

A

Self-efficacy expectations

29
Q

What 4 ways does Goal-Setting Theory affect behavior?

A
  • focus & direct attention to a particular task
  • energize person to work harder
  • difficulty increases persistence
  • facilitate strategies that can force people to be more effective & efficient toward goal attainment
30
Q

Setting

1) specific
2) difficult
3) attainable goals for worker with m
4) self- generated feedback

A

Goal Setting Theory

31
Q

Emphasize cognitive, behavioral, individual, and environmental factors that work together in determining motivation

A

Social cognitive theory’s

32
Q

What are three components of self-regulation (Bandura)?

A

Self observation: extent to which we pay attention to specific aspects of our behavior

Self-evaluation:attention that individuals devote to feedback processes

Self-reactions: internal responses to self-evaluation

33
Q

What does ABC model stand for?

A

A - antecedents o the behavior
B - the behavior itself
C - consequences of the behavior

34
Q

What are the 5 steps to behavioral management of Human Resources?

A

1) behaviors needing change are targeted
2) targeted behaviors are measured to determine baseline for comparison after interventions
3) links between current rewards/punishments & behaviors are examined
4) organization intervenes with a program that sets goals, links rewards to goal attainment
5) evaluation phase

IO (12 decks)

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