Motivation (part 1)

Question 1

Campbell Model of Performance

Answer 1

Performance=can do * will do

Question 2

Motivation is essential to:

Answer 2

translate knowledge, skills, and ability into action.

Question 3

Why Motivation

Answer 3

• Motivation helps organizations make the best use of their resources.
• Policies and practices affect behavior through motivation.
• Technological changes require employees to be motivated to learn and adapt.

Question 4

Motivation Definition

Answer 4

a psychological force that energizes, directs, and sustains behavior.

Question 5

Three Components to Motivational Force

Answer 5

1. Direction
2. Strength/intensity
3. Persistence

Question 6

Direction

Answer 6

Where effort is being directed.

• Job choice
• Task choice
• On-Task vs Off-Task

Question 7

Intensity

Answer 7

• Level of effort devoted to task.

- Proportion of cognitive resources (attention)

Question 8

Persistence

Answer 8

Sustaining effort over time.

• Facing rejection or failure
• Tolerating stress

Question 9

Theories of Motivation

Answer 9

• Focus on direction, intensity, and/or persistence of effort.
• Propose psychological mechanisms to account for motivation.
• Vary in whether they are proximal or distal models.

Question 10

Proximal And Distal Motivational Models/Constructs

Answer 10

• Proximal: motivational processes during task performance. (on vs. off task)
• Distal: Motivational processes preceding task performance. (task or job choice)

Question 11

Distal constructs↔Proximal Constructs

Answer 11

←Needs–Values–Characteristic Adaptations–Expectancies–Goals–Self-Regulation→

Question 12

Metaphors for Motivation

Answer 12

All classic theories of motivation can be described by one of the following:

• Person as Machine: behaviors are performed without conscious awareness.
• Person as Scientist: behaviors are performed as a result of information gathering and analysis.

Question 13

“Person as Machine” Theories

Answer 13

• Skinner’s Reinforcement Theory
• Herzberg’s Two-Factor Theory
• Deci & Ryan’s Self-Determination Theory

Question 14

Skinner’s Reinforcement Theory

Answer 14

• Behavior depends on 3 elements: stimulus, response, reward.
• Performance-Contingent Reward: Reward depends on response.
• A rewarded stimulus-response pattern increases likelihood of that response.
• Intermittent and continuous rewards: intermittent rewards produce higher perf. levels.

Question 15

Two-Factor Theory

Answer 15

• Two basic needs
• Needs are independent
• -Hygiene Needs:tangibles
• -Motivator Needs: intangibles

Question 16

Motivator Needs

Answer 16

Produce satisfaction when met.

• promotion opportunities
• opportunities for personal growth
• recognition
• responsibility
• achievement

Question 17

Hygiene Needs

Answer 17

Produce dissatisfaction when not met.

• quality of supervision
• pay
• company policies
• physical working conditions
• relations with others
• job security

Question 18

Self-Determination Theory

Answer 18

Intrinsic vs. Extrinsic Motivation
-Intrinsic: inherent pleasure of task
-Extrinsic: inherent pleasure of task
SDT: model of intrinsic motivation

Question 19

SDT: Three Fundamental Human Needs

Answer 19

• competence
• autonomy
• relatedness

Question 20

SDT: Implications for work

Answer 20

Jobs that meet three fundamental needs will be more satisfying, enjoyable, etc. (i.e., more intrinsically motivating)
-Thus, less extrinsic rewards will be needed.

Question 21

“Person as Scientist” Theories

Answer 21

Adams Equity Theory

Question 22

Equity Theory:

Festinger- Dissonance Theory

Answer 22

Individuals have “dissonant cognitions” (incompatible thoughts) that they must balance.
-Similarly, Adams suggested that employees compare inputs and outcomes to see if they are compatible.

Question 23

Inputs

Answer 23

Training, effort, skills, and abilities that employees invest in their work.

Question 24

Outcomes/Outputs

Answer 24

Compensation, satisfaction, etc. that employees get from their work.

Question 25

Comparison Other

Answer 25

(equity referent) | A person with which an individual compares himself (e.g., coworker)

Question 26

Equity Theory: | Fairness Determinations

Answer 26

- People determine fairness by comparing their inputs and outputs to a standard (equity referents) - common equity referents: social, temporal, internalized norms. - different people may have different internal standards for equity.

Question 27

Equity Theory: | Assessment of Fairness

Answer 27

(Equity) | Acceptable (proportional) ratio of inputs to outcomes as compared with comparison other.

Question 28

Equity Ratio

Answer 28

``` Op/Ip = Oo/Io p:person o:other O:output I:input ```

Question 29

Unfairness creates

Answer 29

Psychological tension.

Question 30

Reduce tension by

Answer 30

changing inputs or outcomes.

Question 31

When inputs are disproportionately high

Answer 31

lower inputs or increase outcomes

Question 32

When inputs are disproportionately low

Answer 32

raise inputs or lower outcomes

Question 33

Behavioral responses to inequity

Answer 33

leave relationship change inputs change outputs

Question 34

Cognitive responses to inequity

Answer 34

change perceptions of inputs, change perceptions of outputs, change equity referent

Question 35

Responses to different forms of inequity

Answer 35

- Adams predicted people would respond similarly to both over and underpayment. - Research: people tolerate overpayment more than underpayment.