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Work and organizational psychology > Lecture 5: Chapter 5: Motivation, rewards/punishments, organizational justice > Flashcards

Lecture 5: Chapter 5: Motivation, rewards/punishments, organizational justice Flashcards

1
Q

What is motivation? How is it also called in an employers setting?

A

Forces within a person that affect the direction (particular goal), intensity (effort) and persistence (time) of effort for voluntary behavior

–> Employee engagement: emotional and cognitive motivation directed to work-related goals

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2
Q

What is the difference between intrinsic and extrinsic motivation?

A

Intrinsic = one fulfills needs for competence and autonomy by participation in an activity by their own wishes and not external outcomes of that activity

Extrinsic = one is motivated to participate in an activity to receive compensation beyond their personal control. This fulfills a need indirectly and involves getting effort towards a reward that isn’t within individual control

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3
Q

What are the 2 hypotheses explaining how intrinsic/extrinsic motivation work together?

A
  1. Additive hypothesis: employee performing an intrinsically motivating job becomes more motivated if he receives extrinsic motivation source
  2. Contrasting hypothesis: extrinsic sources of motivation reduce intrinsic motivation because it reduces one’s autonomy
    –> Extrinsic motivation undermines intrinsic motivation

So far evidence is mixed

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4
Q

What is the source of intrinsic motivation?

A

Autonomy

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5
Q

What are drives?

A

Characteristics of the brain that are meant to balance us by correcting for weaknesses/mistakes. They do so by producing emotions that steer our behavior

Drives are universal and innate

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6
Q

What are needs? What evokes needs?

A

Goal-directed forces that people experience

Needs are evokes by drives and emotions

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7
Q

What is the difference between drives and needs? What causes this?

A

Everyone has the same drives, because they’re hardwired through evolution.

People have different needs in different situations. This is caused by self-concept, social norms and experiences in the past

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8
Q

What are 2 theories that aim to explain the dynamic between drives and needs?

A
  1. Four-drive theory
  2. Maslow’s hierarchy of needs
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9
Q

What is the general aim of the four-drive theory? What does it assume (3)?

A

Explain how drives, emotions and needs influence motivation

  • It assumes that emotions drive motivation
  • These emotions are produced through 4 independent drives
  • drives decide which emotions are unconsciously tagged
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10
Q

What 4 drives does the four-drive theory describe?

A
  1. Drive to acquire (proactive)
  2. Drive to bond (proactive)
  3. Drive to comprehend (proactive)
  4. Drive to defend (reactive)
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11
Q

What is the drive to acquire?

A

Drive to seek, take, control and maintain objects and personal experiences
It motivates competitions

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12
Q

What is the drive to bond?

A

Generates need for belonging, motivates cooperativeness

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13
Q

What is the drive to comprehend?

A

Drive that generates curiosity and a need to make sense of our environments and ourselves.

Generates need to reach a knowledge potential

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14
Q

What is the drive to defend?

A

Drive that helps us protect ourselves mentally, socially and physically

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15
Q

When do emotions become conscious according to the four drives theory?

A

Emotions become conscious when they are sufficiently strong or when they conflict.

Otherwise emotions are unconsciously tagged by drives

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16
Q

What are 3 mental skills of the four drives theory and what does the theory say about them?

A
  1. Social norms
  2. Values
  3. Past experiences

The set of mental skills influences choice of actions. It chooses the one that is accepted by society, consistent with one’s moral compass and has the highest probability of achieving the goals of fulfilling one’s need

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17
Q

What are 2 practical implications for organizations of the four drives theory?

A
  1. Best workplaces help employees fulfill all four drives
  2. Fulfillment of each drive should be in balance: organizations shouldn’t give employees too much or too little opportunity to fulfill each drive
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18
Q

What is meant with counterbalancing of the four drives? What should an employer do with this?

A

Drive to bond (support, cohesion) counterbalances drive to acquire (competitiveness)

Drive to comprehend (investigation) counterbalances drive to defend (avoidance)

An employer should keep this all in balance

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19
Q

What is Maslow’s hierarchy theory?

A

Motivation theory of needs arranged in a hierarchy whereby people are motivated to fulfill a higher need as a lower one becomes gratified

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20
Q

What are the 5 layers of Maslow’s hierarchy of needs (low to high)?

A
  1. Physiological (food, breathing, shelter)
  2. Safety (stability, safe)
  3. Belongingness (interaction, affection)
  4. Esteem (appreciation, status)
  5. Self-actualization (develop oneself, give direction to one’s life)
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21
Q

What is self-actualization?

A

Development of oneself and being able to give direction to one’s life

People are naturally motivated to reach their potential

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22
Q

What is the difference between the lowest 4 needs and the highest need in Maslows hierarchy?

A

Lowest 4 are deficiency needs that activate when unfulfilled

Self-actualization is a growth need that develops constantly

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23
Q

What are 2 innate drives that don’t fit Maslow’s hierarchy?

A
  • Need to know
  • Need for order/cleanness/beauty
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24
Q

In what ways did Maslow improve our understanding of motivation?

A
  1. Emphasis that needs have to be studied holistically/together
  2. Motivation can be shaped by human thoughts, not instincts only
  3. Positive view of motivation, not just focused on need deficiencies (hunger) –> Emphasis on growth needs and self-actualization
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25
Why was Maslow's hierarchy criticized?
Not everyone has the same needs hierarchy, because employee needs are strongly influenced by self-concept, personal values and personality. People have different hierarchies of values, so different hierarchies of needs Person's values hierarchy can change over time, so needs hierarchy changes over time as well
26
When does a extrinsic reward not undermine intrinsic motivation?
- When extrinsic reward is unexpected (surprise bonus) - Have a low value relative to intrinsic motivator - When they're not contingent on specific behavior (receiving a fixed salary)
27
What is the theory of learned needs?
Needs are formed by self-concept, social norms and experiences. Needs can be increased with learning
28
Which three needs are acquired by learning, according to the theory of learned needs (McClelland)?
1. Need for achievement (nAch): accomplish challenging goals, recognition for success 2. Need for affiliation (nAff): seek approval from others, conform to wishes/expectations, avoid conflict 3. Need for power (nPow): control environment to benefit self/others
29
What is the expectancy theory?
Motivation theory based on the idea that work effort is directed toward behaviors that people believe will lead to desired outcomes So: we're motivated to achieve the goal with highest possible outcome
30
On what 3 aspects does the amount of engagement we show depend, according to the expectancy theory?
1. E to P: engagement to performance expectation 2. P to O: performance to outcome expectation 3. Outcome valences
31
What is a valence?
Anticipated satisfaction from the outcome
32
What is the engagement to performance expectation?
Estimated chance that engagement is going to lead to a certain level of performance
33
What is the performance to outcome expectation?
Estimated chance that performance is going to lead to a certain outcome
34
Describe the model of the expectancy theory of motivation
Answer: see p 84 of summary
35
What is the advantage of the expectancy theory?
Offers direct implications on - how to increase motivation (e.g. give people tasks that match their abilities) - make sure they understand their role - make sure they have access to the necessary sources to achieve the desired level of performance
36
What is a disadvantage of the expectancy theory?
Emotions aren't taken into consideration
37
What is a characteristic of people with higher EtoP expectancies? How do you increase EtoP expectancies?
Have higher self-efficacy: they can successfully complete the task Increase employee's belief they are capable of performing job Provide training, time, resources, coaching
38
How can PtoO expectancies be increased?
Employees need to believe that higher performance will result in higher rewards measure job performance accurately, clearly explain outcomes of successful performance
39
How do you increase outcome valences?
Increase employee's expected satisfaction with outcomes resulting from desired performance Distribute rewards that employees value, individualize rewards
40
Which 2 aspects fit with person-oriented motivation (what motivates us)?
1. Drives/needs/emotions 2. Rewards
41
Which 2 aspects fit with the goal-oriented motivation (what are we motivated to do)?
1. Expectancy theory 2. Self-regulation: Goal setting & feedback
42
What 2 aspects fit with the socio/work-environment oriented motivation (what socio/situational factors motivate us)?
1. Equity 2. Job design
43
What is a short way to remember the four drive theory?
ABCD: Drive to - Acquire - Bond - Comprehend - Defend
44
What is the strongest motivator in Maslow's hierarchy of needs?
The lowest unmet need, until satisfied, then next higher need is top motivator
45
Give examples of each category of Maslow's hierarchy in a W&O setting
Physiological: rest breaks, comfort, reasonable work hours Safety: job security, safe work area Social: friendly coworkers, nice supervisor Esteem: responsibility, promotion, praise Self-actualization: creative, challenging, decision making, autonomy
46
What is a short way to remember McLelland's learned needs theory?
APA: achievement, power, affiliation
47
Give examples of McClelland's learned needs theory at work
nAch: successful people have strong performance need nAch: money motivates those with low nAch Decision makers should have low to moderate nAff Effective leaders have strong need for socialized power nPow
48
Which 2 theories show how we learn expectations? (rather than expectations being innate)
1. Behavior modification (OB Mod) 2. Social cognitive theory
49
What is the modification of organizational behavior theory (OB Mod)?
Explains employee behavior in terms of antecedent-behavior-consequences
50
What is an easy way to remember the OB mod theory? Give examples of each step
ABC: Antecedent - behavior - consequences Your phone plings - you check your phone - you learn new info from the message
51
What are 4 consequences of organizational behavior modification (OB mod)?
1. Positive reinforcement: introduced -> increase behavior 2. Punishment: introduced -> decrease behavior 3. Extinction: no consequence -> decrease behavior 4. Negative reinforcement: consequence removed -> increase behavior
52
What is a limitation of the organizational behavior modification theory (ob mod)?
Reward inflation: happens when the reinforced thing for a behavior is considered something that should always be given, an entitlement
53
What is meant with schedules of reinforcement?
Frequency and timing of reinforcers given
54
What is the most effective reinforcement schedule for learning new tasks?
Continuous reinforcement: provides positive reinforcement after every occurrence of desired behavior
55
What is the most effective reinforcement schedule for skilled and experienced employees? Why is it resistant to extinction?
Variable ratio schedule: provides positive reinforcement after a varying number of times Resistant, because reinforcer is never expected at a particular time or after a fixed number of accomplishments
56
What is the social learning theory?
Learning and motivation arise because of the observation and imitation of others and by anticipating the consequences of our behavior
57
What are the 3 most important parts of the social cognitive theory?
1. Learning about behavioral consequences by observing and hearing what happened to others 2. Behavior modelling: imitation and practising behavior of others 3. Allowing for self-regulation of own goals, standards and alternatives
58
What is self-reinforcement?
Occurs when an employee has control over a reinforcer but doesn't take control until completing a self-set goals
59
What do OB modification and social cognitive theory explain?
How people learn probabilities of successful performance (EtoP) and probabilities of outcomes from that performance (PtoO)
60
What is a goal?
Cognitive representation of a desired end state that a person is committed to attain
61
A good goal has 6 charactericstics according to the goal setting theory (locke, latham):
SMARTER: Specific: what, how where Measurable: how well, at what cost Achievable: challenging (EtoP) Relevant: within control Time-framed: due date Exciting: commitment Reviewed: feedback, recognition
62
What are 5 characteristics of good effective feedback?
1. Specific: identifiable behaviors 2. Relevant: within control 3. Timely: asap 4. Credible: trustworthy, unbiased 5. Sufficiently frequent: for learning
63
What is strengths-based coaching? Why does this work?
Approach to coaching/feedback that focuses on building the employee's strengths rather than trying to correct weaknesses It motivates employees
64
When is goal setting most effective?
When there's feedback showing progress in relation to the goal
65
What is multisource (360 degrees) feedback? What is a benefit?
Info about an employee's performance collected from a full circle of people It provides more complete and accurate information that from only a supervisor
66
When are nonsocial sources of feedback and when are they best applied?
Digital images or feedback directly from the job When employees need to learn about goal progress and accomplishment.
67
What is a benefit of nonsocial feedback sources compared to social feedback sources? Give 3 benefits. Give one aspect why social is better than nonsocial
- More accurate - Less damaging if negative feedback - No distortion of bad news in positive way Social better: receiving positive feedback from social sources feels better than from data
68
What are 3 forms of organizational justice?
1. Distributive justice: ratio between outcome and input should be the same between employees 2. Procedural justice: procedures to distribute sources should be fair 3. Interactional justice: appropriate rules have been set in the ways employees are treated in the process of decision making
69
What is the equality principle?
Belief that everybody in a group should get the same outcomes
70
What is the needs principle?
Belief that everybody should get what they need
71
What is the justification principle?
What people get should depend on their input/engagement
72
What is the equity theory?
It explains how people develop perceptions of fairness in the distribution and exchange of resources Usually with a comparison other, where you compare his outcome/input ration with yours
73
What happens with the outcome/input ratio if you're underrewarded? And when overrewarded?
Underrewarded: lower ratio Overrewarded: higher ratio
74
To which 3 conditions does comparison of outcome/input ratio to others lead?
1. Perception of equity 2. Under-reward inequity 3. Over-reward inequity
75
What happens if justice isn't given and inequity tension is not decreased?
Unsatisfied people and less motivation Sometimes people wanna change their situation and the situation of others
76
What are 7 actions that reduce inequity tension?
- Change inputs - Change outcomes - Change other's inputs - Change other's outcomes - Change our perceptions - Change comparison other - Leave the workfield
77
How can procedural justice be improved? Give 3 ways
- Including employees in discussion on distribution regulation - give employees explanation about distribution - Let someone independent decide on who gets what, so the person is unbiased and can take all aspects into account
78
There is the outcome-input ratio. What are examples of inputs and outcomes?
Inputs: skill, effort, hours, reputation, experience, performance Outcomes: pay, recognition, learning, promotions, workspace
79
What are consequences of procedural and interactional injustice?
- Negative emotions: anger, frustration, shame - less work effort/performance - few organizational citizenship behaviors - less cooperation - more union activities - increased turnover

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