Week 4: Motivation: Core Concept & Applications Flashcards
(39 cards)
grit
ability to stick to a goal even in challenging situations; perseverance and passion for long-term goals
what is motivation? 3 components
1: direction (what a person does)
2: intensity (how hard a person does)
3: persistence (how long a person works)
4 phases of motivation
1) energizing behavior
- leaders energizes behavior by activating underlying needs and drives
2) directing behavior
- leader directs behavior towards a goal
3) sustaining
- leader implements rewards
4) feedback
–> …
goal setting: SMART
Specific
Measurable
Achievable
Relevant
Time-based
Regulatory Focus Theory (RFT)
promotion-focused = individuals have need for achievement, focus on advancement, and set learning goals
prevention-focused = individuals are vigilant and careful, emphasize fears, focus on avoiding threats, and set prevention goals
Job Characteristics Theory: 5 core dimensions
1: skill variety
2: task identity
3: task significance
4: autonomy
5: feedback
skill variety
several skills needed for the job
task identity
whole process of beginning to end
task significance
impact of the task
Job Characteristics model figure
see paper
Job characteristics:
(1)
- skill variety
- task identity
- task significance
(2)
- autonomy
(3)
- feedback
Critical psychological states
(1)
- experienced meaningfulness of the work
(2)
- experiences responsibility for outcomes of the work
(3)
- knowledge of the actual results of the work activities
Personal and work outcomes
- high internal work motivation
- high quality work performance
- high satisfaction with the work
- low absenteism and turnover
employee growth need strength
employee growth need strength
person’s desire for development and acquiring new skills
meaningful factors of job characteristics
skill variety
task identity
task significance
motivating jobs need:
- be autonomous
- provide feedback
- have at least 1 of the 3 meaningfulness factors
job crafting
extent to which individuals can demonstrate initiative in designing their own work
equity theory
balance of ‘what i put into my job’ (skills, effort) and ‘what i get out of my job’ (pay, praise)
- imbalance –> demotivation and seeking change
organizational justice
member’s sense of the moral propriety (“rightness”) of how they are treated
4 kinds of organizational justice
distributive justice = is your outcome justified, given your performance?
procedural justice = have you been able to express your feelings and views during the process?
interpersonal justice = has your leader treated you with respect?
informational justice = has your leader explained the procedures thoroughly?
Expectancy Theory
1) expectancy = employees put in effort when the expect it will lead to a good performance
2) instrumentality = employee’s performance will be evaluated accurately and lead to rewards
3) value = employee value rewards
expectancy, instrumentality, valence –> high effort and motivation
Pygmalion effect
leader’s perceptions/expectations result in self-fulfilling prophecies in which high expectations create circumstances in which followers succeed
leader-set high expectations are communicated to followers in 4 ways:
1: create warmer emotional climate
2: teach more, increase challenge
3: invite followers to ask questions
4: give feedback on performance
Galatea-effect
when individual sets own high expectations and performs accordingly
Golem effect
lower expectations lead to lower performance
CONCLUSION of MOTIVATION
1) needs a SMART goal
2) needs feedback
3) affected by job characteristics
4) affected by expectations (leader’s and yours)
5) affected by perceptions of organizational fairness
Reinforcement theory
past outcomes leading to (+) outcomes tend to be repeated, and the other way around
- based on the law of effect
pleasant event x event is added
- positive reinforcement
unpleasant event x event is added
- punishment by application
pleasant event x event is removed
- punishment by removal (extinction)
unpleasant event x event is removed
- negative reinforcement
