HRM_L2

Question 1

Self-Determination Theory

Answer 1

• Emphasises autonomy, competence, and belonging.
• Distinguishes between controlled (“have to”/ extrinsic ) and autonomous (“want to”/ intrinsic) motivation.

Question 2

Controlled Motivation

Answer 2

• Driven by external factors such as rewards, punishments, or pressures.
• Associated with feelings of ‘have to’ rather than ‘want to’.

Question 3

Autonomous Motivation

Answer 3

• Influenced by personal interest, values, or enjoyment.
• Promotes a sense of choice and psychological freedom.

Question 4

Approaches to Motivation

Answer 4

• Needs: e.g. autonomy, competence, affiliation.
• Goals: motivation depends on valence, instrumentality, and expectation.
• Striving to satisfy different kinds of needs
  – e.g., autonomy, competence, affiliation, power, achievement, security
• Striving to reach different kinds of goals
  – Motivation = valence x instrumentality x expectation
• Whether a particular action will be carried out depends on three questions:
  − Which goal do I want to achieve? (valence)
  − Does the particular action help to achieve this goal? (instrumentality)
  − How likely is the success of this action? (expectation)

➢ Goal setting theory

• Valence
  – If a goal is highly attractive or desirable to you, it has high valence.
  – If you don’t really care about the goal or outcome, it has low valence.
• Instrumentality
  – If you believe that doing a task will definitely lead to a reward (like a bonus or promotion), instrumentality is high.
• Expectation
  – This is about confidence — how likely am I to successfully perform the action?

Question 5

Goal-Setting Theory

Answer 5

• Based on SMART goals:
  
  • Specific
  • Measurable
  • Aligned/Achievable
  • Realistic
  • Time-bound
• That leads to psychological
  processes
  – Attention
  – Effort
  – Persistence
  – Learning
• That leads to: Productivity
• Prerequisites include self-efficacy, participation, commitment, and feedback.

Question 6

Individual vs Group Goals

Answer 6

• If tasks are highly interdependent, individual goals alone may be counterproductive.
• Collective targets often improve cooperation and team performance.

Question 7

Performance Indicators

Answer 7

• Must be reliable, valid, and objective.
• Should be influenced by the person assessed.
• Enable constructive feedback and fit the organisational culture.

Question 8

Dynamics of (Dis)Satisfaction

Answer 8

• Match or mismatch between needs/expectations and work situation.
• Can lead to:
  
  • Stable satisfaction
  • Progressive satisfaction
  • Resigned satisfaction
  • Constructive dissatisfaction
  • Fixed dissatisfaction

Question 9

Psychological Contract

Answer 9

• Unwritten mutual expectations between employer and employee.
• Can be more relational (traditional) (long-term loyalty, job security) or transactional (more modern) (focus on performance, money).

Psychological contracts in Switzerland: Still more relational than transactional

Question 10

Managing Expectations

Answer 10

• Clarify reciprocal expectations early and often.
• Align verbal agreements with observable norms.
• Monitor discrepancies to maintain a healthy psychological contract.

Question 11

Linking Motivation, Satisfaction, and Performance
thorugh Performance Management

Answer 11

• Participation in goal setting fosters meaning and attainability.
• Provide leadership support but also encourage autonomy.
• Strengthen competence building and recognise achievements.
• Adjust reciprocal expectations regularly.

Question 12

Key factors for good HRM and for successful team leadership align

Answer 12

• Motivation
• Performance
• Satisfaction

Question 13

Types of goals

Answer 13

• Individual vs. group goals
  − If tasks highly interdependent exclusive use of individual goals should be avoided.
  (Mitchell & Silver, 1990)
• Learning vs. performance goals
  − For very complex tasks, learning goals are more effective than performance goals.
  (Winters & Latham, 1996)
• Behavior vs. outcome goals
  − Behavior goals are more difficult to measure, but are more concrete and can be influenced more directly by the individual than outcome goals.

Question 14

How to measure performance:
Characteristics of good performance indicators

Answer 14

• Adequate for task / agreed objectives
• Reliability, validity, objectivity
• Room for influence by the assessed person
• Organisational culture fit
• Work together: participatory development
• Constructive feedback

Aim your ARROW-C at performance

Question 15

Psychological contract as management instrument

Answer 15

Psychological contracts …

• … complement and superimpose legal employment contracts.
• … contain reciprocal, but not necessarily matching expectations and offers between employer and employee.
• … may be based on verbal agreements and/or
  observation of behaviors, norms, and customs in the organization.

->

• Explicit and aligned expectations are core to
  sound psychological contracts
• Coherent communication of employer
  expectations.
• Continuous monitoring of discrepancies in
  expectations.