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OB > Motivation ch 5 > Flashcards

Motivation ch 5 Flashcards

1
Q

determinants of job performance

A
  1. Willingness
  2. Opportunity
  3. Capacity
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2
Q

Motivation

A

The forces within a person that affect the direction, intensity, and persistence of voluntary behavior

Exerting particular effort level (intensity), for a certain amount of time (persistence), toward a particular goal (direction).

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3
Q

Motivation componenets

A
  1. direction
  2. percistance
  3. Intensity
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4
Q

Needs

A
  • Deficiencies an individual experiences at a particular time
  • May be physiological, psychological, or sociological

(Those with deficiencies are more susceptible to motivational efforts)
(Needs trigger tension and a search for ways to reduce it)

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5
Q

Motivational process

A

need deficiency-> search for ways to satisfy need-> goal-directed behaviour-> Performance (evaluation of goal accomplishement)-> reward or punishement-> need deficiencies are reassesed by employee

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6
Q

Content theories

A

Focus on factors within the person that energize, direct, sustain and top behaviour. (can only be inferred)

(managers need to be aware of individual differences)

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7
Q

Content theories focus on

A

-Factors within the person
-The needs that motivate people

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8
Q

Process theories

A

Describe, explains and analyses how behaviour is energized, directed, sustained and stopped

(managers need to understand decision making processand motivation of employees)

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9
Q

Process theories describe, explain, and analyze how behavior is…

A

Energized
Directed
Sustained
Stopped

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10
Q

Content motivation theories

A
  1. maslows need hirarchy
  2. Aldergers ERG theory
  3. Herzbers two-factor theory
  4. McClellands learned needs theory
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11
Q

Maslows need hirarchym (pyramid)

A

^ Self actualization
/ \ Esteem
/ \ Belongigness
/ \ Safety
/ \ Physiological

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12
Q

A satisfied need

A

doesnt motivate anymore

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13
Q

unsatisfied needs

A

can cause frustration, conflict and stress

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14
Q

People have a need to grow and develope

A

strive to move up the pyramid

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15
Q

Strongest effect

A

lowest unmet need (ex physiological)

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16
Q

when lower need is met

A

next higher step is strongets motivator

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17
Q

Self-actualization

A

a growth need because people desire more rather than less of it when satisfied

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18
Q

Maslows theory problems

A
  • lack of support for theory
  • people have different order of hirarchy
  • needs change more rapidly than maslow stated
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19
Q

Alderfer’s ERG Theory

A
  • Existence = physiological and safety
  • Relatedness = belongingness, social, love
  • Growth = esteem and self- actualisation
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20
Q

Alderfer’s ERG Theory- frustration-regression process

A

If one continually fails to satisfy growth needs, relatedness needs reemerge
Efforts will be redirected toward satisfying a lower-order need

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21
Q

Herzberg’s Two-Factor Theory factors

A
  1. Dissatisfiers-satisfiers (hygiene factors)
  2. Satisfiers-motivators (intrinsic conditions)
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22
Q
  1. Dissatisfiers-satisfiers (hygiene factors) neutral or bad
A

Salary, job security, working conditions, status, company procedures, interpersonal relations

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23
Q
  1. Satisfiers-motivators (based on motivators) neutal or good
A

The job content, achievement, recognition, responsibility, advancement, possibility of growth

24
Q

Criticisms of Herzberg’s Theory

A
  • Over-simplifies the nature of job satisfaction
  • Requires people to look at themselves retrospectively
  • Only self-reports of performance over long period of time were used in original study
  • Little testing of motivational and performance consequences of the theory
25
Q

Job enrichement

A
  • Builds personal achievement, recognition, challenge, responsibility, and growth opportunities into a job
  • Increases individual motivation by providing more discretion and accountability
26
Q

McClelland’s Learned Needs Theory

A

believes needs are acquired from culture.
When a need is strong, there is motivation to use behavior that leads to its satisfaction

27
Q

McClelland´s needs

A
  1. Need for achievement
  2. Need for affiliation
  3. Need for power
28
Q

Factors reflecting a high n Ach

A
  • Likes to take responsibility for solving problems
  • Sets moderate achievement goals and takes calculated risks
  • Desires feedback on performance
29
Q

Factors reflecting a high n Pow

A
  • Concentrates on obtaining and exercising power and authority
  • Concerned with influencing others and winning arguments
  • Power can be negative or positive
30
Q

Factors reflecting a high n Aff

A
  • Desires social interaction
  • Concerned about the quality of personal relationships
  • Social relationships take precedence over task accomplishment
31
Q

Process theories focus primarily on

A

the needs and incentives that cause behavior.

32
Q

Process Theories of Motivation

A
  • Expectency theory
  • Equity theory
33
Q

Vroom’s Expectancy Theory

A
  1. Employees are more likely to be motivated when they perceive that effort = successful performance + desired rewards and outcomes
  2. Motivation is a process governing choices among alternative forms of voluntary activity
  3. Most behaviors are under the voluntary control of the individual and consequently are motivated
34
Q

equity theory is based on

A

the idea that
individuals are motivated by fairness,
and if they identify inequities in the input
or output ratios of themselves and their
referent group, they will seek to adjust
their input to reach their perceived
equity.

35
Q

Instrumentality

A

The perception that first-level outcomes (performance) are tied to second-level outcomes (rewards or punishment)

36
Q

Valence

A

An individual’s preferences for outcomes

37
Q

Expectancy

A

Belief that a particular behavior will be followed by a particular outcome

38
Q

Expectancy theory process

A

Effort (probab that effort gives desired performance) -> Performance (prob that performance gives desired outcome) -> Valence (preference for outcome as seen by individual)

39
Q

Equity theory

A

One’s perception of being treated fairly in social exchanges can influence motivation

40
Q

Equity exists when

A

one perceives that the ratio of their inputs (efforts) to their outcomes (rewards) equals the ratios of other employees

41
Q

Person

A

The individual for whom equity or inequity is perceived

42
Q

Comparison other

A

Any group or persons used as a referent by Person, regarding the ratio of inputs and outcomes

43
Q

Inputs

A

The individual characteristics brought by Person to the job

44
Q

Outcomes

A

What Person received from the job

45
Q

Equity theory process

A

P with I gets O -> compares I/O with Ref P -> P regards Ref P I and O -> percives-> equity or inequity

46
Q

Change Procedures to Restore Equity

A

changing:
- inputs
- outcomes
- attitudes
- ref person
- I and O of ref P
leaving the field

47
Q

organizational justce

A

The degree to which individuals feel fairly treated at the workplace

48
Q

Dimensions of org justice

A
  1. Distributive
  2. Procedural
  3. interpersonal
  4. informational
49
Q

Distributive Justice

A

People are more inclined to interpret decisions as fair when
resources and rewards are distributed fairly

50
Q

Procedural Justice

A

People are more inclined to interpret decisions as fair when…
- They have a voice in the decision
- Decision making is consistent
- The process and procedures conform to ethical and moral values

51
Q

Interpersonal Justice

A
  • Judgments made by employees as to whether they feel they are treated fairly
  • Perceptions of justice are higher when employees are treated with dignity and respect
  • Abusive supervisors are common
  • Employees who experience bullying and incivility are more likely to quit
52
Q

Informational Justice

A
  • Perceived fairness of the communication provided to employees from authorities
  • Keep many channels open and communicate frequently
  • Utilize informal chats
  • Don’t sugarcoat bad news
53
Q

summary

A
  1. Managers can influence the motivation state of employees. If performance needs to be improved, then managers must intervene and help create an atmosphere that encourages, supports, and sustains improvement.
  2. Managers should be sensitive to variations in employees’ needs, abilities, and goals. Managers also must consider differences in preferences (valences) for rewards.
  3. Continual monitoring of needs, abilities, goals, and preferences of employees is each individual manager’s responsibility and is not the domain of personnel/human resource managers only.
  4. Managers need to work on providing employees with jobs that offer task challenge, diversity, and a variety of opportunities for need satisfaction.
54
Q

Goal-setting theory refers to

A

the effects of setting goals on subsequent performance.

55
Q

Reinforcement theory of motivation

A

states that individual’s behaviour is a function of its consequences. It is based on “law of effect”, i.e,
individual’s behaviour with positive consequences tends to be repeated, but individual’s behaviour
with negative consequences tends not to be repeated.

OB (12 decks)

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