Chapter 8 - Motivation

Question 1

Which of the following topics is NOT a major topic in “organizational” psychology?

a. Selection
b. Motivation
c. Job attitudes
d. Leadership

Answer 1

a. selection

Question 2

One main difference between Maslow’s hierarchy of needs and Alderfer’s ERG theory is that…

a. Maslow’s hierarchy of needs can operate simultaneously rather than sequentially like the ERG need categories.
b. ERG need categories can operate simultaneously rather than sequentially like Maslow’s hierarchy.

Answer 2

A

Question 3

Organizational psychology

Answer 3

Systematic study of the experiences and behaviors of individuals in organizations.

Question 4

Motivation

Answer 4

force that energizes, directs and sustains behavior

Question 5

Motivation as a state

Answer 5

heightened arousal, focus, engagement, interest

Question 6

Motivation as a trait

Answer 6

achievement orientation, hardworking, persistence

Question 7

Need-motive-value theories

Answer 7

Maslow’s hierarchy of needs, Alderfer’s ERG theory, work values

Question 8

Maslow’s hierarchy of needs (describe the 5 levels)

Answer 8

Stage theory: satisfy lower needs → move up to the next level

• Physiological (air, food, water)
• Safety (free from threat/danger, shelter)
• Love (social needs, affiliation, friendship)
• Esteem (self-confidence, efficacy, mastery)
• Self-actualization (fulfill potential “be all that you can be”)

Question 9

Maslow’s hierarchy of needs translated into the workplace

Answer 9

Physiological & safety = salary & job security
Social needs = teamwork
Esteem and self actualization = improving oneself and making the world a better place.

Question 10

Alderfer’s ERG theory

Answer 10

ERG = existence, relatedness and growth needs.
Also a pyramid, but needs operate simultaneously and contains the frustration-regression hypothesis

Question 11

Frustration-regression hypothesis

Answer 11

if frustrated while pursuing higher needs, focus on lower levels.

Question 12

Work values + examples

Answer 12

Preferences and beliefs about what is important (and what is not) in the work context

Examples: salary, altruism (helping others) variety, independence, work-life balance.

Question 13

Value-fit

Answer 13

The degree to which an individual’s personal values align with the values of their organization or the work environment - how do value assessments connect to careers?

Question 14

What do values, interests and personalities represent in KSAO’s?

Answer 14

typically recognized as the three domains that form the “O”

Question 15

Vocational interests

Answer 15

preferences for work tasks and activities (working w/ tools, selling products) + interests in direct motivation

Question 16

Personality traits

Answer 16

enduring patterns of though, feelings and behaviors whereby motivation acts as a disposition rather than a preference.

Question 17

Cognitive choice theories - definition + 3

Answer 17

explain motivation through rational decision-making, people choose goals based on their perceived utility.

Social cognitive theory, equity theory, goal setting theory.

Question 18

Social Cognitive Theory + self efficacy

Answer 18

Motivation = behavior + environment + cognition

Self-efficacy: belief about one’s capabilities to successfully attain a goal.
“Am I capable of successfully doing ___?”

Question 19

Self Observation (Social Cognitive Theory)

Answer 19

Concerns which aspects of our behavior we pay attention to

Question 20

Self evaluation (Social Cognitive Theory)

Answer 20

Concerns how we rate/value our performance (and develop standards)

Question 21

Self-reactions (Social Cognitive Theory)

Answer 21

Responses to our self-evaluations

Question 22

Social Cognitive Theory Criticisms

Answer 22

Theory has been criticized because it does not consider that self-efficacy is also a result of a high performance.

Question 23

Equity Theory

Answer 23

Focused on fairness and justice perceptions. People evaluate equity by comparing their own input-output ratios to those of others.

Question 24

Inputs & outputs of equity theory

Answer 24

Inputs: effort, skills, knowledge, education, experience, time, work, quality
Outputs: pay, benefits, recognition, learning, opportunities, satisfaction

Question 25

To reduce inequity, you can change…

Answer 25

Your’s or others’ inputs/outputs Your perceptions of inequity Your comparison to others Jobs

Question 26

Equity sensitivity

Answer 26

People differ in their sensitivity to fairness

Question 27

Definitions of benevolent, entitled and equity sensitive within equity theory

Answer 27

Benevolent: tolerant of under-reward Entitled: want over-reward Equity sensitive: desire balance

Question 28

Evidence supporting equity theory

Answer 28

predicts well in cases of under-reward, but not so well in cases of over-reward.

Question 29

Goal Setting Theory

Answer 29

Goals serve four main mechanisms: Direct behavior, energize effort, increase persistence, activate knowledge structures. Goals differ in their specificity, difficulty, and temporal sequence.

Question 30

Applications of Motivation

Answer 30

Organizational behavioral management, goal setting, job enrichment, and job crafting

Question 31

Goal setting theory

Answer 31

Often applied to the workplace through management by objectives (MBO) programs. Steps: Participative goal-setting Develop ‘action plans’ Plans should be both specific and quantifiable Performance review Performance compared to goals, reset goals if needed.

Question 32

Organizational Behavior Management

Answer 32

Uses reinforcement principles (rewards and incentives) to increase employee motivation Analyze ABC model → Antecedents Behavior Consequences Then implement and intervention based on findings followed by an evaluation to assess change from the baseline.

Question 33

ABC Model (examples)

Answer 33

Behavior: high injury rates Antecedents: incentives for speed but not safety Consequences: high cost for company; unsafe conditions for employees

Question 34

Job enrichment + job characteristics theory

Answer 34

1. increases motivation by strengthening core job characteristics. 2. Five core job dimensions influence valued psychological states which affect work outcomes. (skill variety, task identity, task significance, autonomy, feedback)

Question 35

Job crafting

Answer 35

Gives employees flexibility to customize their job. Similar to job enrichment, but more employee-driven Typically involves negotiating potential changes with supervisors/org

Question 36

Job characteristics theory (5)

Answer 36

Skill variety: do you use different skills at work? → allows for job rotation and job enlargement. Task identity: do you complete entire tasks, from start to finish? → increase awareness of end product, give bonus results (same for task significance) Task significance: is your work meaningful? Does it impact others? Autonomy: do you have freedom to work independently? → allow more discretion in decision-making, self-set goals, remote/flexible work. Feedback: do others notice and comment on your work? → give more frequent performance appraisals, provide coaching/mentoring.