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ADM 2336 - Organizational Behaviour > Chapter 6 - Motivation > Flashcards

Chapter 6 - Motivation Flashcards

1
Q

What is motivation?

A

A set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines the direction, intensity, and persistence of this effot.

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2
Q

What do internal motivational forces consist of?

A

Forces that bring a sense of purpose or confidence.

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3
Q

What do external motivational forces consist of?

A

Goals and incentives that the employees are given.

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4
Q

What is entailed by the direction of efforts?

A

Where efforts are channeled. It determines what the employee will do in the present moment.

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5
Q

What is entailed by the intensity of efforts?

A

How hard the employee will work on a given task.

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6
Q

What is entailed by the persistence of efforts?

A

How long the employee will work on a given task.

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7
Q

Why is motivation important for organizations?

A

Effective job performance requires high levels of ability and motivation.

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8
Q

What is engagement?

A

High levels of intensity and persistence in work efforts.

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9
Q

What characterizes engaged employees?

A

They invest themselves and their energies completely into their work.

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10
Q

How do companies attempt to measure engagement?

A

Using annual employee surveys, in which they assess factors believed to foster intense and persistent work effort.

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11
Q

What is expectancy theory?

A

The theory describing the cognitive process that employees undergo to make choices among different voluntary responses.

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12
Q

What determines how employees make choices, according to the expectancy theory?

A

Employee behaviour is directed toward pleasure, away from pain.

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13
Q

What are the three beliefs that help determine work effort, according to the expectancy theory?

A

-Expectancy
-Instrumentality
-Valence

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14
Q

What is expectancy, according to the expectancy theory?

A

The belief that exerting a high level of effort will result in successfully performing some task.

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15
Q

What is the critical factor to having expectancy?

A

Self-efficacy: Belief that a person has the capabilities to execute the behaviours required for task success, in other words, the self-confidence and self-esteem needed for a particular task.

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16
Q

How is self-efficacy measured?

A

By considering…
-Past accomplishments: Degree to which they have succeeded/failed in similar tasks;
-Vicarious experiences: Observations and discussions with others who have performed such tasks;
-Verbal persuasion from friends, co-workers, leaders;
-Emotional cues: Feelings that either create doubts about task accomplishment, or bolster confidence.

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17
Q

What two questions should an employer ask when determining whether their employees will likely feel like they have self-efficacy?

A

-How difficult are the task requirements?
-How adequate are the employee’s personal and situational resources?

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18
Q

What is instrumentality, according to the expectancy theory?

A

The belief that successful performance will result in some outcome.

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19
Q

What is valence, according to the expectancy theory?

A

The anticipated value of the outcomes associated with performance, which can be positive (in the form of rewards), negative (in the form of disciplinary actions, demotions, terminations), or zero.

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20
Q

When are outcomes more positively valenced?

A

When they satisfy needs.

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21
Q

What is need satisfaction?

A

The cognitive grouping or cluster of outcomes that is viewed as having critical psychological or physiological consequences.

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22
Q

What makes particular outcomes more attractive?

A

When they satisfy a number of different needs.

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23
Q

What are the various types of needs?

A

Existence, relatedness, control, esteem, and meaning.

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24
Q

What is extrinsic motivation?

A

Motivation that is controlled by some contingency dependent on task performance, and requires other people’s acknowledgement of success (bonus, promotion, praise).

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25
Q

What is the impact of financial incentives on motivation?

A

Strong!

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26
Q

What is intrinsic motivation?

A

Motivation that is incurred when the performance of the task serves as its own reward.

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27
Q

What is felt when one is intrinsically motivated?

A

Enjoyment, interestingness, personal expression, skill development

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28
Q

What is the meaning of money?

A

The degree to which money has a symbolic rather than purely economic value.

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29
Q

How can the symbolic value of money be summarized?

A

In at least three dimensions:
-Achievement
-Respect
-Freedom (Opportunity)

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30
Q

What is the equation for motivational force?

A

Motivational Force = Expectancy * Sum of (Instrumentality x Valence) for Various Outcome = E –> P x Σ [ (P → O) x V]

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31
Q

Using the equation for motivational force, when does motivation increase?

A

When successful performance is linked to more and more attractive outcomes.

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32
Q

When does motivational force equal to zero?

A

As soon as either expectancy, instrumentality, or valence is equal to zero.

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33
Q

What is the goal setting theory?

A

Theory in which goals are viewed as the primary drivers of the intensity and the persistence of efforts.

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34
Q

What is a goal?

A

The objective/aim of an action, typically referring to attaining a specific standard of proficiency within a specified time limit.

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35
Q

What qualities do goals need to possess in order to kindle successful task performance?

A

Goal difficulty: Goal that stretches employees to perform at their maximum level, while staying within the boundaries of their ability = Maximized intensity and persistence.

Goal specificity: Goal that provides a “measuring stick” for how hard one needs to work for, and for how long.

36
Q

What happens when goes move from being difficult to impossible?

A

Self-efficacy diminishes and employees begin to feel helpless.

37
Q

Why is it important to have specific and difficult goals?

A

They shape people’s own self-set goals, the internalized goals people use to track their own task progress.

They trigger task strategies, learning plans and problem-solving approaches used to achieve successful performance.

Hence, employees work smarter and harder.

38
Q

What are the three moderators to SMART goals?

A

-Feedback: Updates on employee progress toward goal attainment.

-Task complexity: The degree to which the information and the actions involved in a task are complicated, and how much the task changes.

-Goal commitment: The degree to which a person accepts a goal, and is determined to try to reach it.

39
Q

What types of goals are most motivation?

A

When they are…

-Specific, measurable;
-Time-sensitive;
-Difficult;
-Commited to;
-Have feedback involved.

40
Q

How can organizations foster goal commitment?

A

-Rewards: Tying goal achievement to receiving monetary or non-monetary rewards.
-Publicity: Creating “social pressure” to attain a goal.
-Support: Providing supportive supervision, to aid employees who are struggling to attain their goals.
-Participation: Collaborating in setting the specific proficiency level and due date for a goal, giving the employee a “sense of ownership”.
-Resources: Providing resources as needed, and removing constraints.

41
Q

What are SMART goals?

A

Specific, Measurable, Achievable, Results-Based, and Time-Sensitive.

42
Q

What are the pitfalls of goal-setting theory?

A

Goals may narrow our focus, and can lead to unethical behaviours, which is why multiple safeguards are necessary.

43
Q

What is equity theory?

A

The theory that acknowledges that motivation does not only depend on one’s own beliefs and circumstances, but also on what happens to other people.

44
Q

What is a “mental ledger”?

A

A unique comparison of their own outcomes (rewards) and inputs (contributions, investments) to that of another individual.

45
Q

What are the types of outcomes that form the “mental ledger”?

A

Pay, benefits, status symbols, satisfying supervision, workplace perks, intrinsic rewards.

46
Q

What are the types of inputs that form the “mental ledger”?

A

Effort, performance, skills/abilities, education/experience/training, seniority.

47
Q

Who is the comparison other, in equity theory?

A

The person who seems to provide an intuitive frame of reference for judging equity; who the ratio of one’s own outcomes and inputs is compared to.

48
Q

What can result from one’s “cognitive calculus”, according to the equity theory?

A

-Sense of equity: Balanced ratio between one and their comparison other.

-Equity distress: Imbalanced ratio between one and their comparison other, which results in internal tension that can only be alleviated by restoring balance.

49
Q

What happens when there is a sense of equity?

A

Intensity and persistence of effort is maintained.

50
Q

What are the two types of inequity?

A

Underreward inequity: Your ratio of outcomes to inputs < Comparison other’s ratio of outcomes to inputs.

Overreward inequity: Your ratio of outcomes to inputs > Comparison other’s ratio of outcomes to inputs.

51
Q

How does one feel when they experience under reward inequity?

A

Anger, envy.

52
Q

What is under-reward inequity a strong predictor of?

A

Counterproductive behaviour.

53
Q

How does one feel when they experience over reward inequity?

A

Guilt, anxiety.

54
Q

How can underreward inequity be restored?

A

-Being constructive and proactive: Talking to the employer, explaining why better outcomes are deserved.

-Shrinking inputs, most definitely the intensity and persistence of efforts.

-Changing/modifying the comparison other.

55
Q

How can overreward inequity be restored?

A

-Increasing inputs, by increasing the intensity and persistence of task effort, or engaging in “extra mile” citizenship behaviours.

-Cognitive distortion.

-Changing the comparison other.

56
Q

What is cognitive distortion?

A

The re-examination of one’s mental ledger to assess whether their true contributions may have been “undersold”. A way of restoring mental balance without altering behaviour.

57
Q

What are the various types of comparison others?

A

-Internal: Someone within the company.
-External: Someone in a different company.

58
Q

What types of comparisons stem from internal comparison?

A

Job equity and company equity.

59
Q

What types of comparisons stem from external comparison?

A

Occupational equity, educational equity, age equity.

60
Q

What is psychological empowerment?

A

The energy rooted in the belief that work tasks contribute to some larger purpose.

61
Q

What form of motivation is psychological empowerment?

A

Intrinsic motivation - merely performing the work task serves its own reward.

62
Q

What beliefs determine the degree of psychological empowerment?

A

-Meaningfulness: Value of a work goal/purpose, relative to a person’s own ideals and passions.

-Self-determination: Sense of choice in the initiation and continuation of work tasks.

-Competence: Belief in one’s capacity to perform work tasks successfully.

-Impact: Belief that one’s action will “make a difference” and consists of progress toward fulfilling some important purpose.

63
Q

How can meaningfulness be generated by managers?

A

-Articulating an exciting vision/purpose;

-Fostering a climate in which employees can express idealism and passion without criticism.

64
Q

How can meaningfulness be generated by employees?

A

By identifying and clarifying one’s own passions.

65
Q

What is characteristic of employees with high levels of self-determination?

A

-Choosing what tasks to work on;
-Deciding how to structure those tasks;
-Autonomy over how long to pursue those tasks.

66
Q

What is self-determination a driver of?

A

Intrinsic motivation, as employees are given the chance to pursue activities they find meaningful and interesting.

67
Q

How can managers generate self-determination?

A

Delegating work tasks rather than micromanaging, trusting employees.

68
Q

How can employees generate self-determination?

A

Earning the trust of their bosses, negotiating for latitutde.

69
Q

What feelings does competence bring?

A

A sense of pride, mastery.

70
Q

How can managers generate competence?

A

-Provide training, knowledge gain activities;
-Express positive feedback;
-Provide appropriately-matched challenges to employee skill levels.

71
Q

How can employees generate competence?

A

-Engaging in self-directed learning;
-Seeking manager feedback;
-Managing one’s own workloads.

72
Q

How can managers generate impact?

A

Celebrating milestones to task accomplishment.

73
Q

How can employees generate impact?

A

-Building collaborative relationships;
-Initiating one’s own celebrations of “small wins”.

74
Q

What makes some employees more motivated than others?

A

-Expectancy theory: Expectancy, Instrumentality, Valence forces;
-Existence/Absence of specific, difficult goals;
-Equity perception;
-Feelings of psychological empowerment.

75
Q

What is the effect of motivation on job performance?

A

A strong positive effect.

76
Q

What motivating force has the strongest performance effect?

A

Self-efficacy/Competence (Internal self-confidence).

77
Q

What motivating force has the second strongest performance effect?

A

Difficult goals.

78
Q

What other motivating forces have strong performance effects?

A

Valence, instrumentality, expectancy.

79
Q

What is the relationship between work-related effort, equity, and behaviours?

A

Those with more work-related effort and a greater sense of equity display more citizenship behaviour, engage in less counterproductive behaviours.

80
Q

What is the effect of motivation on organizational commitment?

A

It has a moderate positive effect, especially on affective and normative commitment.

81
Q

What are compensation systems?

A

Motivational approach taken by organizations, consisting of both individual, unit, and organization-focused elements, implemented and executed in a variety of ways.

82
Q

In compensation systems, what are individual-focused elements?

A

Piece-rate, merit pay, lump sum bonuses, recognition awards.

83
Q

In compensation systems, what are unit-focused elements?

A

Gain sharing.

84
Q

In compensation systems, what are organization-focused elements?

A

Profit sharing.

85
Q

When is a compensation system judged to be motivational?

A

When the elements provide specific, difficult goals for channeling work effort;

When there is correspondence between individual performance levels and monetary outcomes.

ADM 2336 - Organizational Behaviour (9 decks)

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