ch.4 Flashcards
(34 cards)
What are the 3 C’s in motivation?
- Content
- Cognitive theories and motivations
- Contextual theories and motivation
From the HR article, what are the 4 most common reasons people lose motivation?
Mismatch in values
Disruptive emotions
Lack of self-efficacy (don’t believe in yourself)
Attribution errors (can’t identify well the reasons for their struggles)
What are the 4 basic characteristics of motivation?
- Effort: The strength of the person’s work-related behavior.
- Persistence:Cuanto determinado estas?
- Direction of Effort: Cuando y porque the person channels persistent effort.
- Goals Cual es el purpose de todos tus efuersos.
Explain Intrinsic motivations vs extrinsic motivation
Intrinsic Motivation: Motivation direct relationship between the worker and the task. ‘‘Siento que estoy mejorando’’ ‘’Siento que estoy aprendiendo’’
Extrinsic motivation: Motivation creada por external factors to the task. Ex: mis vacaciones, trabajo duro para comporar mi carro
What are the 4 content approaches of motivation?
- Maslow’s Hierarchy of needs
- Herzberg’s two-factor theory
- Alderfer’s ERG Model
- McClelland’sThree Needs
Explain Alderfer’s ERG Model from the 4 content approaches of motivation
States that humans have three core types of need:
- Growth: In alignment with Maslow’s basic needs which he categorized as physiological needs, Alderfer called them the existence needs. Maslow’s physiological needs stage concerns itself with basic human needs such as air, water, food, and shelter
- Relatedness: In Maslow’s hierarchy of needs, the second level is that of belongingness to others and having social relationships.
- Existence: Humans need to grow in terms of having self-esteem, confidence and focus on personal development.
- Attempted to reformulate Maslow’s theory
- Doesn’t agree
- Say that ERG needs are constantly there
Explain Herzberg’s Two Factor Theory from the 4 content approaches of motivation
- Hygiene factors (down to up):
1. Working Conditions Salary
2. Job Security
3. Quality of interpersonal relations among peers, with supervisors, with subordinates - Motivators (down to up):
4. Achievement Recognition,
5. Work itself Responsibility Advancement Growth.
Agree with Maslow’s theory.
Factors associated with the perception of work.
Estoy satisfecho con mi trabajo? Necesito hacer mas?
‘‘A satisfaction progression hypothesis.’’: Motivators won’t be motivated unless hygiene factors are fulfilled.
Explain McClelland’s Three Needs Theory from the 4 content approaches of motivation
First guy to come up with MP( need for power, +-)
Fascinated with the 3 needs mas importantes in business. (N Achievements P Power A Affiliation)
Necesita que sus Trabajadores want to have a need of achievement, affiliation( be in a social environment) and una necesidad de poder.
Negative and Positive NPA. High -: one way. High +: both ways. Listen to their employees.
Explain Maslow’s hierarchy of needs
(down to up): psychological needs, safety needs, affiliation needs, esteem needs, and self-actualization.
Based on the ‘’Notion of prepotency’’: the lowest level of unsatisfied need has the greatest potential. Necesita satisfy el primer nivel para subir.
High: people want more in life than enough to survive, Constantly about continuous learning.
Explain Maslow’s hierarchy of needs
(down to up): psychological needs, safety needs, affiliation needs, esteem needs, and self-actualization.
Based on the ‘’Notion of prepotency’’: the lowest level of unsatisfied need has the greatest potential. Necesita satisfy el primer nivel para subir.
High: people want more in life than enough to survive, Constantly about continuous learning.
What are the 5 implications of Content Theories for Managerial Practice
What do the content theories suggest managers should do?
- All of us as leaders need to understand and appreciate la diversidad de las personas
Different internals and externals needs - Develop as many one-on-one relations con sus Trabajadores
- Groupings of people with similar needs is your next best idea.
Sin sereytopicar, usando data - Tener cuidado con la linea profesional entre tu y los empleados.
- Turn needs into performance-related goals con action steps para llegar alla.
Explain the Important new consideration: Self-Determination Theory (from Content of 3C’s)
*Relied to HBR article: not sequential, not hierarchical, instead foundational to all humans.
An approach that relates the satisfaction of 3 basic psychological needs to autonomous or controlled motivation
1. Competence
2. Autonomy
3. Relatedness
If the company feeds these needs to people, they will have autonomous motivation (they feel in control of their motivation)
This will lead to effective performance and positive outcomes.
If organizations do not feed these needs, leads to CONTROLED motivation. Leads to outcomes and performance relates measures
What are the 3 cognitive/information processing approaches to Motivation?
Understanding what’s going on in people’s heads.
- Expectancy Theory
- Equity Theory
- Goal setting Theory
Explain the Expectancy Theory
Motivation is jointly determined by 3 factors.
E to P, P to C/O, and Valance.
E to P: perception that putting effort into a particular job will result in successful performance.
P to O (outcome/consequences): Person’s perception that successful performance in the job will result in valuable outcomes. Ex: good grades. Promotion
V(Valence): The extent to which the person finds the consequences to be satisfied or of high value (ex: buy a car, money)
What are the Implications of Expectancy Theory for Managerial Practice
What does expectancy theory suggest managers should do?
- Boost expectancy: coach and council and get data to lead to believe that efforts will get to a good solid performance.
- Clarify rewards contingencies: clarify and increase the belief that good performance will lead to desirable outcomes/consequences.
- Appreciate diverse needs: Ensure that they are using outcomes or consequences that are highly valued. (ex: turkey)
Explain the Equity Theory
- Theoretical Anchor: Cognitive dissonance: I think one thing, but another thing is reality. Motivated state that produces behaviors that reduce discomfort/dissonance. Ex: think should be paid this, but doesn’t.
- Ratio of Exchange: Two people are comparing each other. Compare inputs and outputs. Bob compares I over O to Charlie’s. Equity: both people feel equitably treated.
- Outcomes of Perceived Inequity:Behaviors that come out on inequity:
- Human will alter their inputs
- Alter their outputs (ex: talk to the boss)
- Cognitively restore input or output( rationalize why there is inequity)
- Leave quit
- Take actions to change inputs or outputs of others(sabotage)
-Looking for an alternative compare person
Explain Input and Output
Input: Quality of work performed
Job Knowledge
Cooperation with others
Self-Improvement
Quantity
Output: Job Security
Pay
Possibility of growth
Interpersonal relationships with:
Supervisor
Peers
What are the Implications of Equity Theory for Managerial Practice
What does equity theory suggest that managers should do?
- Understand that people do compare themselves to each other.
- Always have objectivity in both deciding your pay grades and understanding the pay grades. Be able to talk objectively about these pay grades. Ex: Charlie is getting paid more, bc he is at the top of the pay grade.
- Have emotional intelligence when discussing inequity. When an employee comes up to you mad.
- Open door policy. You listen to discontent employees and help resolve problems.
Explain the goal-setting theory
Goals and start of goals start with thoughts. All four need to be in place for there to be the result of high motivation and high performance.
1. Goal Specificity: Specific goals have a positive effect compared to grandes metas.
2. Goal Difficulty/Challenge: Metas que son mas difficiles lead to high levels of performance que las metas faciles. Pero no pueden ser tan difficiles
3. Goal Acceptance/Commitment: Las metas tienen que ser aceptadas por los empleados primero. El manager les habla y les pregunta si aceptan esta meta.
4. Goal Feedback: Must be present when perceiving the goal. Darle a las personas informal and formal feedback. Preguntarles si estan listos, si van a terminar oara una fecha especial.
What are the implications of goal-setting theory?
What should managers do to put goal-setting theory to use in their organizations?
5 steps
1. Meet regularly with subordinates
2. Deves entender que la personas tienen different goal orientations.
3. Encourage the terms ‘‘proximal’’( short term goal setting) ‘’distal’’ (long-term goal setting)
4. Monitoring progress checks. Informal( parar una persona en el pasillo. ) or formal (meeting)
5. Satisfy 4 requirements: goal difficulty, goal feedback etc.
What is MBO?
What should managers do to put goal-setting theory to use in their organizations?
What’s your management by objectives program?
Managerial technique for improving motivation to facilitate 3 things:
Goal setting
Goal accomplishment
Employee development
What are the contextual theories of Motivation
- Reinforcement Theory
- Job design as a motivator
- Money as a motivator
- Alternative motivation methods
Explain the reinforcement theory
- positive reinforcement: Behaviour becomes more likely to occur again. When a pleasant or desirable stimulus/event is supplied to a person following some behavior. Ex: time off, increased pay. (event is applied)
- negative reinforcement: Behaviour becomes more likely to occur again (event is withdrawn). Negative reinforcement: the unpleasant situation is removed or withdrawn following some behavior. Good behavior will happen again para evitar negative reinforcement
- punishment: Behaviour becomes less likely to occur again. (event is applied). When an unpleasant stimulus occurs after some behavior, the behavior will less likely occur again.
- Extinction: Behaviour becomes less likely to occur again (event is withdrawn). Something pleasant is withdrawn, behavior less likely to occur in the future.
What are examples of Organization learning programs
- OB-Mod: A managerial technique designed to change employee behavior on the job using reinforcement theory. Applying rewards so employees move to do the desired behaviour. Define target behavior, set reasonable performance goals, Measure frequency of behavior, Monitor behavior, Administer rewards
- Employee recognition program: Innovation recognition awards, value systems and honoring people who represent those values, awards for attendance records
Training and Development program: Rewards for increasing skills/abilities. Ex: increased knowledge area. So receive an increase on pay, or ravel certificate, etc.
