UNIT 4: Dynamics and Processes in Motivation

Question 1

Overview of Motivation Theories

Answer 1

Motivation theories can be categorized into:

1. Classic Theories (Unit 3) - Focus on what motivates people (needs, factors, content).
2. Modern Theories - Focus on how motivation works (expectations, perceptions, decision-making processes).

Question 2

Self-Determination Theory (Ryan & Deci, 1985) Key Concepts

Answer 2

People are motivated when they feel they have control over their actions (Autonomy), are competent in their activities (Competence), and have meaningful social connections (Relatedness).

Question 3

Self-Determination Theory: Our basic needs

Answer 3

1. Autonomy: People need to feel in control of their own life, behaviours, and goals. This is about choice.
   This fosters intrinsic motivation and self-direction.
   Example: Choosing a project based on personal interest.
2. Competence: People need to gain mastery and control of their own lives & their environment. Essential to wellness.
   This increases motivation when we feel we are mastering tasks.
   Example: Completing a challenging task and gaining mastery.
3. Relatedness: People need to experience a sense of belonging and connection with other people. Feeling cared for by others & to care for others.
   This enhances motivation when we feel part of a community.
   Example: Collaborating with supportive colleagues.

Question 4

Self-Determination Types of Motivation

Answer 4

1. Intrinsic Motivation: Driven by internal satisfaction, enjoyment, and personal interest.
2. Extrinsic Motivation: Driven by external rewards like money, recognition, or social pressure.
3. Continuum of Motivation: Ranges from purely intrinsic (autonomous) to fully extrinsic motivation (controlled).

Question 5

Self-Determination Implications in the Workplace

Answer 5

• Employers should promote autonomy by offering choice and flexibility for employees.
• Competence should be nurtured through challenges that are neither too easy nor too difficult.
• Relatedness should be promoted by caring about others and being cared for rather than ignoring feelings in the workplace.
• Satisfaction should be promoted through positive work relationships and meaningful goals, not money (relatedness, intrinsic vs extrinsic).

Question 6

Introduction to Goal-Setting Theory

Answer 6

• Developed by Edwin Locke (1968) and later expanded with Gary Latham (2006).
• Proposes that setting specific, challenging goals significantly enhances performance and motivation.
• Goals serve as an internal stimulus that directs focus, effort, and persistence.

Question 7

Why Goals Matter in Motivation

Answer 7

• People perform better when they have clear, structured objectives.
• Goals influence effort, persistence, and strategic planning.
• Clarity and challenge in goals drive motivation beyond simple effort alone.

Question 8

Key Principles of Goal-Setting Theory

Answer 8

1. Clarity/Specificity
   Goals should be clear and well-defined rather than vague.

Example: Instead of “Improve fitness,” set “Run 10km under 1 hour within 2 months.”

2. Challenge
   Goals should be difficult yet achievable to push individuals beyond their comfort zones.

Example: A runner aiming to reduce their 5K race time by 30 seconds instead of simply “getting better.”

3. Commitment
   Employees must be personally invested in achieving the goal.

Commitment increases when goals align with personal values and job expectations.

4. Feedback
   Continuous feedback ensures individuals can adjust strategies to stay on track.

Example: Weekly progress meetings to review performance toward a sales target.

5. Task Complexity
   Goals should be challenging and achievable but not overwhelming.
   Tasks should be broken down into manageable steps to avoid frustration and burnout.

Question 9

The Power of Self-Efficacy (Bandura)

Answer 9

1. Self-efficacy refers to an individual’s belief in their own ability to achieve a goal.
2. High self-efficacy leads to:
   - Greater persistence in the face of challenges.
   - More ambitious self-set goals.
   - Higher overall performance in achieving objectives.

• Example: Roger Bannister’s 4-minute mile (1954):
  Before Bannister broke the barrier, it was widely believed to be impossible.
  After his achievement, multiple athletes followed suit, proving that belief plays a critical role in motivation and success.

Question 10

SMART Goals Framework

Answer 10

A structured approach to goal setting:

1. Specific: Clear and precise.
2. Measurable: Can be quantified and tracked.
3. Attainable: Realistic and achievable.
4. Relevant: Aligns with broader objectives.
5. Timely: Has a set deadline for completion.

Goals focus attention and energy. They increase persistence—people work harder when they have a clear target. They boost self-confidence—achieving goals builds momentum for future success.

Question 11

Practical Workplace Applications

Answer 11

1. Employee Performance Management
   - Setting clear goals helps employees understand expectations and measure progress.
   - Example: A salesperson aiming to make 50 sales calls per week rather than a vague target like “increase outreach.”
2. Personal and Team Development
   - Teams perform better when each member has defined objectives.
   - Example: Instead of “Improve teamwork,” a company can set a goal like “Complete a cross-functional project within 3 months with bi-weekly team evaluations.”
3. Organizational Productivity
   - Businesses improve efficiency by breaking down large objectives into smaller, time-bound goals.
   - Example: A startup planning to “Develop a product prototype in 6 months, conduct market testing by Month 8, and launch by Month 12.”

Question 12

Introduction to Equity Theory

Answer 12

• Developed by John Stacy Adams (1963), Equity Theory explains motivation based on perceived fairness in social and workplace settings.
• People compare their input (effort, skills, time) and output (pay, recognition, benefits) to those of others.
• If they perceive an imbalance, they adjust their behavior (work harder, reduce effort, or even leave the organization).

Question 13

Key Principle Equity Theory

Answer 13

Key Principle: Social Comparison and Fairness

• People don’t just care about how much they get—they care about how it compares to others.
• Equity occurs when:
  Individual’s input/output ratio is perceived as fair relative to others.
• Inequity occurs when:
  Over-reward: Individual receives more than what they perceive as fair.

Under-reward: Individual receives less than what they perceive as fair.

Example: Protests by Amazon warehouse workers regarding executive pay vs. employee compensation.
Example: Criticism of the NBA for the distribution of revenue between owners and players.

Question 14

Behavioral Reactions to Perceived Inequity (Equity Theory)

Answer 14

1. Under-rewarded individuals may:
   - Reduce effort or productivity.
   - Demand better compensation or recognition.
   - Become dissatisfied and demotivated.
   - Consider leaving the job.
2. Well-rewarded individuals:
   - Perceive equity between their efforts and rewards with those of relevant others.

This maintains motivation and competitiveness.