Chapter 4 Flashcards
(71 cards)
1
Q
What is motivation?
A
the process that accounts for an individual’s intensity, direction and persistence of effort toward reaching a goal
2
Q
What percentage of employees are not engaged at work (2013 vs 2014)?
A
2013: 70%, 14% disengaged
2014: 89% wasting time
3
Q
What are the three elements of Motivation?
A
- Intensity
- Direction
- Persistence
The person must put forth quality, intense effort that they can maintain.
4
Q
Theory X
A
negative
employees dislike work, must coerced or threatened to achieve goals
5
Q
Theory Y
A
positive
employees like work, will be creative and responsible if they are committed to objectives
6
Q
Who proposed Theory X and Y?
A
Douglas McGregor
7
Q
Intrinsic Motivators
A
internal desire
- interest, challenge, satisfaction
(Theory Y)
8
Q
Extrinsic Motivators
A
come from outside
- pay, bonus, tangible reward
(Theory X)
9
Q
Needs theories
A
the types of needs that must be met to motivate individuals
- represent foundation of contemporary theories
- practising managers use them to explain motivation
10
Q
Process theories
A
actual ways in which we and others can be motivated
11
Q
Maslow’s Hierarchy of Needs Theory
A
Five needs; physiology, safety, social, esteem, and self-actualization
- as each is substantially satisfied the next need becomes more dominant
12
Q
Apply Maslow’s Hierarchy of Needs to the Workplace
A
Physiological = Safety and Rewards Safety = Job Security Social = belonging, culture Esteem = recognition Self actualization = results
13
Q
Physiological
A
hunger, thirst, shelter, sex and others
14
Q
Safety
A
security, protection
15
Q
Social
A
affection, belongingness, acceptance and friendship
16
Q
Esteem
A
self-respect, autonomy, achievement, status, recognition
17
Q
Self Actualization
A
growth, achievement, self-fulfilment
18
Q
Lower-Order Needs
A
[EXTERNAL] Physiological and safety
19
Q
Higher-Order Needs
A
[INTERNAL] social, esteem, self actualization
20
Q
Who created the Motivation Hygiene Theory?
A
Created by Frederick Herzberg
21
Q
Motivation Hygiene Theory
A
two-factor theory
intrinsic factors = such as achievement, recognition, work are related to satisfaction
extrinsic factors = such as company policy, administration are related to dissatisfaction
- the opposite of satisfaction is not dissatisfaction
- dual continuum model
22
Q
hygiene factors
A
company policy, administration, supervision, salary
- when adequate, they placate employees
- cause dissatisfaction if not met
23
Q
motivating factors
A
the work itself, opportunities, personal growth, recognition
- serve to motivate and satisfy employees if met
24
Q
Critiques of Motivation-Hygiene Theory
A
- limited by reliance on self-reports (people take credit when things are going well, and blame failure on external)
- reliability of methodology
- no overall measure of satisfaction used
- assumed relationship between satisfaction and productivity
25
What is McClelland's Theory of needs?
1. achievement
2. power
3. affiliation
are three important needs that explain motivation
26
Need for achievement
(nAch)
- drive to excel, achieve and strive to succeed
- high achievers like when odds are 50-50 (not too easy, still challenge, not impossible and up to fate)
- does not make you a good manager
27
need for power
(nPow)
- need to make others behave in way they would not otherwise
- high nPow is closely related to managerial success
28
Need for affiliation
(nAff)
- desire for friendly and close relationships
- low levels of affiliation is closely related to managerial success
29
What are the 3 needs theories?
1. Maslow Hierarchy
2. Herzberg Motivation-Hygiene
3. McClelland's Theory
30
Describe the differences between the 3 needs theories
(see textbook table)
31
Expectancy Theory
1. effort = good performance [EXPECTANCY]
2. good performance = organizational rewards [INSTRUMENTALITY]
3. rewards = personal goal satisfaction [VALENCE]
- each of these factors is scored from -1 to 1
-1 = negative relationship
0 = no relationship
1 = relationship
- typically people need 1 in all factors to be motivated
32
Expectancy
1. Effort-Performance Relationship
| i. e. memorize textbook for $1MM example
33
Instrumentality
2. Performance Rewards Relationship
34
Valence
3. Rewards-Personal Goals Relationship
| some people want money, vacation time, more challenging work etc
35
How to improve expectancy?
- -> improve ability of individual to perform
- ensure employees have skills for task
- provide training
- assign reasonable tasks and goals
36
How to improve instrumentality?
- -> increase individual's belief that performance will lead to reward
- observe and recognize performance
- deliver rewards as promised
- indicate how previous good performance led to greater reward
37
How to improve valence?
- -> make sure reward is meaningful to the individual
- ask employees what rewards they value
- give rewards that are valued
38
How to give more effective feedback?
- relate feedback to goals and expectations
- be specific (regarding behaviour and measurable results)
- focus on key result areas
- timing, give as soon as possible
- positive feedback for improvement not just final results
- focus on performance not just personalities
- base it on accurate and credible information
39
Goal Setting Theory
- specific and difficult goals with feedback, lead to higher performance
40
management by objectives
- approach to goal setting where specific measurable goals are jointly set by managers and employees (progress on goals in periodically reviewed and rewards are given based on progress)
41
How does goal setting motivate?
Locke Model
1. Direct Attention
2. Regulate Effort
3. Increase Persistence
4. Encourage Development of Strategies and Action Plans
42
S.M.A.R.T.
```
S = specific
M = measurable
A = attainable
R = results-oriented
T = time-bound
```
43
Critics of Goal Setting
- may become too focused on outcomes and ignore changing conditions (fail to adapt)
- may lead to emotional exhaustion
- potential unethical behaviour to meet goals
- may fail to give up even when it's necessary
44
promotion focus
self-regulation strategy that involves striving for goals through advancement and accomplishment
- leads to higher performance, organizational behaviour and innovation
45
prevention focus
self regulation strategy that involved striving for goals by fulfilling duties and obligations
- leads to safety performance
46
Self-Efficacy Theory
one's belief in their ability to perform a task influence their behaviour
- higher self-efficacy = more confidence in completing task
- complements goal-setting theory
- setting difficult goals communicates your confidence in people and will result in higher personal confidence/self-efficacy
47
How to increase self-efficacy?
1. Enactive Mastery - experience, success in past makes you more confident in continued success
2. Vicarious Modelling - seeing someone else perform the task
3. Verbal persuasion - someone convinces you that you have the skills necessary
4. Arousal - energized state, psych up
48
Pygmalion Effect
form of verbal persuasion
- self-fulfilling prophecy in which believing something makes it true
- giving harder work and more attention to students you believe are smart
49
Reinforcement Theory
behaviour is a function of its consequences
50
operant conditioning theory
people learn to behave to get something they want or avoid something they don't want
51
Methods of Shaping Behaviour
- positive reinforcement
- negative reinforcement
- punishment
- extinction (terminate reinforcement that maintain behaviour)
52
continuous reinforcement
desired behaviour is reinforced each and every time it is demonstrated
i.e. compliments
53
intermittent reinforcement
desired behaviour is reinforced often enough to make it worth repeating but not every time it is demonstrated
54
Fixed-Variable Schedule
reward is given at fixed time intervals
| - weekly paycheques
55
Variable- Interval Schedule
reward given at variable times
| - pop quizzes
56
Fixed Ratio Schedule
reward is given at fixed amounts of output
| - piece-rate pay
57
Variable Ratio Schedule
reward is given at variable amounts of output
| - commissioned sales
58
What are the schedules of reinforcement?
1. Continuous
2. Fixed Interval
3. Variable Interval
4. Fixed ratio
5. variable ratio
59
Equity Theory
- compare job inputs to outcomes with those of others and then respond to eliminate any inequities
60
How do people compare themselves (equity theory)?
1. self-inside = employee's experiences in a different position inside their current organization
2. self-outside = experiences in diff organization
3. other-inside = someone else in org
4. other-outside = someone else outside org
61
What is caused by inequitable treatment?
- change inputs
- change outcomes
- adjust perceptions of self
- adjust perceptions of others
- chose a different referent
- leave the field
62
Organizational Justice
overall perception of what is fair in the workplace, composed of
1. distributive, 2. procedural, 3. informational and
4. interpersonal justice
63
distributive justice
perceived fairness of the amount and allocation of rewards among individuals
64
procedural justice
perceived fairness of process used to determine outcome
65
informational justice
perceived truthfulness of explanations for decisions
66
interpersonal justice
perceived degree to which one is treated with dignity and respect
67
Self- Determination Theory
motivation theory that's concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation
- people like to feel like the task is a freely chosen activity and not an obligation
68
cognitive evaluation theory
offering extrinsic rewards for work that was previously rewarding intrinsically tends to decrease overall motivation
69
self-concordance
degree to which a person's reasons for pursuing a goal are consistent with the person's interests and core values
70
How to increase intrinsic motivation?
1. Sense of Choice
2. Sense of Competence
3. Sense of Meaningfulness
4. Sense of Progress
71
Summary of Five Elements of Motivating Employees
1. recognize individual differences
2. use goals and feedback
3. all employees to participate in decisions that effect them
4. ensure to reward for desired performance
5. check the system for equity
