Chapter 5 Flashcards
Motivation
The extent to which persistent effort is directed toward a goal
Effort (in motivation)
The strength of a person’s work-related behaviours
Persistence (in motivation)
Consistent application of effort over time
Direction (in motivation)
The application of effort towards an end that matches the organization’s goals
Intrinsic Motivation
Motivation that stems from the direct relationship between the worker and the task; it is usually self-applied
Extrinsic Motivation
Motivation that stems from the work environment external to the task; it is usually applied by others
Performance
The extent to which an organizational member contributes to achieving the objectives of the organization
General Cognitive Ability
A person’s basic information-processing capacities and cognitive resources
Emotional Intelligence (EI)
The ability to understand and manage one’s own and other’s feelings and emotions
The four branch model of Emotional Intelligence (EI)
- Perceiving emotions accurately in oneself and others
- Using emotions to facilitate thinking
- Understanding emotions, emotional language, and the signals conveyed by emotions
- Managing emotions so as to attain specific goals
Need theories
Motivation theories that specify the kinds of needs people have and the conditions under which they will be motivated to satisfy the needs in a way that contributes to performance
Maslow’s hierarchy of needs
A five-level hierarchical need theory of motivation that specifies that the lowest-level unsatisfied need has the greatest motivating potential.
- Physiological needs (food, water, shelter, oxygen, etc.)
- Safety needs (security, stability, freedom from anxiety, etc.)
- Belongingness needs (social interaction, friendship, love, affection, company of other humans, etc.)
- Esteem needs (feelings of adaquacy, competence, independence…)
- Self-actualization needs (developing one’s potential to the fullest extent, being the best person that they can be)
Alderfer’s ERG theory
A three level hierarchical need theory of motivation (existence, relatedness, growth) that allows for movement up and down the hierarchy
- Existence needs (food, water, pay, safe working conditions)
- Relatedness needs (open communication, exchange of thoughts and feelings)
- Growth needs (strong personal achievement in the work setting)
Major premises:
- The more lower-level needs are satisfied, the more higher-level need satisfaction is desired
- The less higher-level needs are gratified, the more lower-level need satisfaction is desired
McClelland’s theory of needs
A non-hierarchical need theory of motivation that outlines the conditions under which certain needs result in particular patterns of motivation
Need for achievement, affiliation and power
Need for achievement (n Ach)
[bless you]
A strong desire to perform challenging tasks well
Those high in n Ach prefer:
- Situations where personal responsibility can be responsible for outcomes
- Tendency to set moderately difficult goals that provide for calculated risks
- Desire for performance feedback
Need for affiliation (n Aff)
[half of what?]
A strong desire to establish and maintain friendly, compatible interpersonal relationships
Need for power (n Pow)
[comic book much?]
A strong desire to influence others, making a significant impact or impression
Self-determination theory (SDT)
A theory of motivation that considers whether people’s motivation is autonomous or controlled.
Basic premise: competency, autonomy, and relatedness influence motivation
Autonomous motivation (SDT)
Self-motivation or intrinsic motivation that occurs when people feel they are in control of their motivation
Controlled motivation (SDT)
Motivation that is externally controlled, such as when one is motivated to obtain a desired consequence or external reward
Autonomy support
Providing employees with choice and encouragement for personal initiative
Process theories
Motivation theories that specify the details of how motivation occurs
Expectancy theory
A process theory that states that motivation is determined by the outcomes that people expect to occur as a result of their actions on the job
Outcomes
Consequences that follow work behaviour
