lecture 6 : motivation Flashcards
(18 cards)
what is motivation
a proses by which a person’s efforts are energized, directed, and sustained towards attaining a goal
why is motivation important
a good ability with good opportunity if added with motivation can result in good performance
3 components of motivation
- intensity –> the amount of effort is being put forth to meet the goal
- direction –> the effort being channeled towards the organizational goal
- persistence –> how long the efforts are maintained
mcgregor’s theory x and theory y
- theory x - the assumption that employees who dislike work is lazy, avoid responsibility, needs to be controlled, threatened and punished
- theory y - the assumption that employees are creative, enjoys work, responsible, can work on self-direction. can improve with open communication, autonomy, and trust
criticism : over-simplistic
early motivation theories
- maslow’s hierarchy of needs
- herzberg’s two factor theory
maslow’s hierarchy of needs
- maslow explains that every person is motivated to fulfill certain needs. when a certain need is fulfilled, that is when they move on to the next
- needs can motivate people when they are unmet
- everybody is capable and has the desire to move up the hierarchy to achieve the level of self development or self actualization
1. self-actualization
2. esteem
3. love/belonging
4. safety
5. physiological
criticism :
- people need to fulfill the below needs first before they can fulfill higher needs
- fulfilled needs doesn’t motivate anymore
- we can motivate someone by knowing where that person is in the hierarchy
herzberg’s two factor theory
- job satisfaction and job dissatisfaction are not complete opposites
- there are 2 steps towards motivation :
1. eliminated job dissatisfaction which is hygiene factors
2. increase job satisfaction with motivators
hygiene factors –> eliminate job dissatisfaction but doesn’t motivate
motivators –> increase job satisfaction and motivation
criticism of early theories
criticism :
- the theories are too simple
- our needs are unlimited and unique to each individual
- we cannot fit our many needs to a hierarchy or category
- these theories don’t explain the deep fear and desire of humans
contemporary theories of motivation
- reinforcement theory
- goal setting theory
- equity theory
- expectancy theory
reinforcement theory
to increase frequency of behavior :
- positive reinforcement : desirable consequence follows a behavior (give employee a bonus)
- negative reinforcement : undesirable consequence removed after a behavior (employee is supposed to work on weekend, because employee is good, they don’t have to work on weekends)
to decrease freqeuncy of behavior:
- punishment : undesirable consequence follows a behavior (yelling at an employee)
goal setting theory
goal –> what a person is trying to achieve with their behavior and efforts
- the desire for a person to achieve a goal is the main source of motivation
- workers should make action plans to ahcieve their goals
- effective goals –> SMART (spesific, measurable, achievable, relevant/resources, time spesific)
equity theory
- focuses on the perception of an employee towards the balance of their work output, in accordance with their work input
- they compare their work output-input ratio with others
- if the ratio is equal, equity exists
- if it is unequal, than inequity happens, the employee is either under or over rewarded
- the imbalance will push employees to do something about it or seek justice
expectancy theory
the theory that a person tends to act a certain way because of the expectation that the act will be followed by a certain given outcome and the attractiveness of that outcome to that person
- the key to learning this theory is understanding and managing the linkages between performance, effort, and rewards
expectancy model
individual effort –> individual performance –> organizational rewards –> individual goals
between them there is expectancy relationships :
a. expectancy (effort-performance linkage) : the expectancy of an individual that their efforts will result in a certain level of performance
b. instrumentality (performance-reward linkage) : the expectancy of an individual that their performance will result in a reward that they desire
c. valence : the amount of attractiveness of the reward to the individual
managerial implication on the expectancy model or relationship
- increase E-to-P expectancy
- train employees
- select employees with needed requirements
- provide sufficient resources
- provide feedback - increase P-to-O expectancy
- measure performances accurately
- clear rules and transparent procedures - increase outcome valence
- provide valued rewards
- individualize rewards
job design theory
job characteristic model (JCM) says that any job can be described by 5 job dimensions :
1. skills variety : requiements for different tasks in a job
2. task identity : the completion of a whole piece of work
3. task significance : the job’s impact on other people
4. autonomy : the level of discretion on decision making
5. feedback : the amount of direct and clear information given on the effectiveness of performance
the way elements in jobs are organized (designed) affects the performance, motivation, and satisfaction
job characteristics model (JCM)
- core job dimensions : skills variety, task identity, task significance, autonomy, feedback
- critical psychological states : experienced responsibility of the outcome of the work, experienced meaningfullness of the work, knowledge about the actual results of the work activities
- work and personal outcomes : high internal work motivation, high quality performance, high satisfaction with the work, low absenteeism and turnover
what makes work meaningful?
- customers
- colleagues
- family
it is all about the relationships
