Chapter 15 Flashcards
(26 cards)
Motivation
The process by which a person’s effort is energized, directed, and sustained toward attaining a goal
Need
An internal state that makes certain outcomes appear attractive
Motivation process
Unsatisfied need Tension Effort Intensity direction persistence Satisfied need Tension reduction
Maslow’s Hierarchy of Needs Theory
Needs were categorized as five levels
Individuals must satisfy lower-order needs before they can satisfy higher order needs
Satisfied needs will no longer motivate
Motivating a person depends on knowing at what level that person is on the hierarchy
Hierarchy of Maslow’s needs
Physiological Safety Social Esteem Self Actualization
Mcgregor’s Theory X and Y
Theory X
The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform
Theory Y
The assumption that employers are creative, enjoy work, seek responsibility, and can exercise self-direction.
Motivation is maximised by participative decision making, interesting jobs, and good group relations.
Herzberf’s Motivation-Hygiene Theory
That intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are related to job dissatisfaction
Hygiene factors: that eliminate job dissatisfaction, but don’t motivate
Motivators: factors that increase job satisfaction and motivation
Attempted to explain why job satisfaction does not result in increased performance
The opposite of satisfaction is not dissatisfaction, but rather no satisfaction
Motivators
Achievement Recognition Work Itself Responsibility Advancement Growth
Hygiene Factors
Supervision Company policy Relationsi[ with Supervisor Working conditions Salary Relationship with peers Personal Life Relationship with subordinated Status Security
McClelland's Three-Needs Theory Three acquired (not innate) needs - achievement, power, and affiliation - are major motives in work
Need for Achievement
The drive to succeed and excel in relation to a set of standards
Need for Power
The need to make others behave in a way that they would not have behave otherwise
Need of Affiliation
The desire for friendly and close interpersonal relationships
Job Design Theory
How tasks can be combined to form complete jobs
Factors influencing job design
Changing organizational environment/structure
The organizations technology
Employees skills, abilities, and preferences
Job Scope
The number of different tasks required in a job and the frequency with which these tasks are repeated
Job Enlargement
The horizontal expansion of job through increasing job scope
Job Enrichment
The vertical expansion of a job by adding planning and evaluating responsibilities
Job Depth
The degree of control employees have over their work
Job Characteristics Model
A framework for designing motivating jobs
Five primary job characteristics
Skill Variety
The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents
Task Identity
The degree to which a job required completion of a whole and identifiable piece of work
Task Significance
The degree to which a job affects the lives of other people
Autonomy
The degree which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be used in carrying it out
Feedback
That degree to which carrying out work activities required by a job results in the individuals obtaining direct and clear information about the effectiveness of his or her performance
Equity Theory
Proposes that employees perceive what they get from a job situation (outcomes) in relation to what they put in (inputs) and then compare their inputs-outcomes ratio with the inputs-outcomes ratios of relevant others.
Employee responses to perceived inequities
Distort own or others ratios
Induce others to change their own inputs or outcomes
Change own inputs (increase or decrease efforts) or outcomes (seek greater rewards)
Choose different comparison (referent) other (person, system, or self)
Quit their Job
Motivating in Tough Economic Circumstances
Holding meetings with employees to keep the lines of communication open
Getting employee their input on issues
Establishing a common goal
Creating a community feel
Giving employees opportunities to continue to learn and grow
Continued encouragement
Cross-Cultural Challenges
Motivational programs are most applicable in cultural where individualism and quality of life are cultural characteristics
Uncertainty avoidance of some cultures inverts Maslow’s needs hierarchy
The need for achievement is lacking in cultures
Collectivist cultures view rewards as “entitlements” to be distributed based on individual needs, not individual performance
Motivating unique groups of Workers
Motivating a diverse workforce through flexibility
Men desire autonomy than do women
Flexible work hours, and good interpersonal relations are more important to women
Baby boomers may need more
Gen-Xers want employers to add to their experience
Millennials want more opportunities and the ability to work in teams
Motivation Professionals
Characteristics of Professionals
Strong and long-term commitment to their field of expertise
Loyalty is to their profession, not to the employer
Have the need to regularly update their knowledge
Don’t define their workweekas 8-5
Motivators for Professionals
Job challenge
Organizational support of their work
