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Terms in this set (71)Motivation a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence. Direction of Behavior Which behaviors does a person choose to perform in an organization? Level of Effort How hard does a person work to perform a chosen behavior? Level of Persistence When faced with obstacles, how hard does a person keep trying to perform a chosen behavior successfully? Performance =f(M x A) Performance requires both motivation and ability. No ability, no performance; no motivation, no performance Traditional Approach "Scientific Management" (Frederick Taylor assumes that employees are motivated solely by money. Human Relations Approach Assumes employees' needs outweigh money and that fostering favorable employee attitudes (the illusion of involvement) results in motivations. Human Resource Approach Assumes people want to make genuine contributions; managers should encourage their participation by providing the proper working environment conditions. Motivational Framework - a NEED is anything an
individual requires or wants Need-Based Perspectives Dual Structure Theory (Herzberg) -Assumes that motivation, as a construct, has two separate dimensions -Assumes motivation occurs through job enrichment once hygiene factors are addressed. -Criticisms: Additional Important Needs in a Need-Based Perspective -The Need for
Achievement (McClelland) Three Perspectives: Process Concerned with the thought processes by which people decide how to act.. why employees have different needs, what
behaviors they engage in to satisfy those needs, and how they decide whether their choices were successful. Expectancy Theory Theory that suggests that people are motivated by: 1) How much they want something and Key Components: Effort-to-performance expectancy, Performance-to-outcome expectancy, Outcome, Valence Effort-to-performance expectancy the perceived probability that effort will lead to performance. Performance-to-outcome expectancy The perceived probability that performance will lead to certain outcomes Outcome Anything that results from performing a behavior Valence The degree of attractiveness or unattractiveness (value) that a particular outcome has for a person Expectancy (E--->P): belief that a particular level of effort will lead to a particular level of performance. Self-Efficacy is the the most critical trait for this belief. Strong Expectancy belief that your hard work will result in a higher level of task performance Weak Expectancy belief that no matter how hard you work, you will not be able to perform the tasks at a satisfactory level Self-Efficacy belief in one's personal ability to do a task Can be enhanced through Verbal Persuasion (Pep Talks), Emotional Cues (Pride/Enthusiasm not Anxiety/Fear), Past Accomplishments (Did it before, can do it again), Vicarious Accomplishments (They did it, you can do it too) Expectancy Theory: Instrumentality (P-->O) the expectation that successful performance of the task will lead to the outcome desired Strong Instrumentality belief that improved performance will lead to better/more rewards Weak Instrumentaility belief that improved performance will not lead to better/more rewards Expectancy Theory: Instrumentality (cont.) Pay-for-Performance Plans (Individual/Team/Organization Level) *Individual Incentives (Commission, Piece0-Rate) Expectancy Theory: Valence the value an employee assigns to the possible outcome Types of Outcomes Extrinsic: motivation controlled by some contingency that depends on task performance Intrinsic: motivation that is felt when task performance is its own reward Motivation: Extrinsic and Intrinsic Extrinsic: source of motivation is acquisition of material or social rewards or to avoid punishment Intrinsic: source of motivation is actually performing the behavior; behavior performed for its own sake Guidelines for using the Expectancy Theory - Determine the primary outcomes each employee wants Reasons for High Valence of Pay meaning of money Equity Theory 1. People hold beliefs about their inputs and outputs Equity Theory Outcomes & Inputs Outcome: Pay, Fringe benefits, job satisfaction, status, opportunities for advancement, job security Inputs: special skills, training, education, work experience, effort on the job, time Conditions of Equity and Inequity Equity: Equity Theory (cont) Equity/Inequity is experienced differently by everyone Equity Sensitivity: Benevolents Prefer that their output/input ratio is less than comparison others (lower needs, sacrifice) Equity Sensitives Prefer output/input ration to be equal Entitleds Prefer that their output/input ratio is greater then comparison others (over reward) Equity Theory Concepts * to motivate employees to contribute inputs that the organization needs, managers need to administer outcomes to employees based on their inputs. *Managers must ensure that different employees' outcome/input ratios are approximately equal so that employees who contribute more inputs receive more outcomes and vice versa Process Theory: Goal Setting suggests that employees can be motivated by goals that are: Goals are the primary driver of intensity and persistence of effort "Do your Best" is not specific enough to drive intensity/persistence One of the most robust theories of motivation Works over a broad range of people, jobs & situations
Goal Setting Theory Mechanisms -Direct Attention "SMART" Goals Goal Setting Points *A person with higher goals will do better than someone with lower goals Making Goal Setting Work Feedback: updates on employee progress toward goal attainment Task Complexity: level of complication of the information and actions of a task Goal Commitment: degree to which a person accepts a goal and is determined to reach it. Additional Points on Goal Setting Theory *Has been validated across all job categories (postal workers, loggers, engineers, sales reps) Theories are Often Culture-Bound *Most motivation theories were developed in the U.S. by Americans and about Americans Expectancy Theory Motivates employees by: expectancy, instrumentality, valence Goal-Setting Motivates employees through goals Equity motivates employees by removing inequities in the workplace Engagement high levels of intensity and persistence in work effort Expectancy Theory Definition the cognitive process that employees go through to make choices among different voluntary responses Expectancy Definition the belief that exerting a high level of effort will result in the successful performance of some task. Self-Efficacy Definition the belief that a person has the capabilities needed to execute the behaviors required for task success past accomplishments the degree to which they have succeeded or failed in similar sorts of tasks in the past vicarious experiences taking into account their observations and discussions with others who have performed such tasks verbal persuasion because friends, coworkers, and leaders can persuade employees that they can "get the job done" emotional cues feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels Instrumentality Definition the belief that successful performance will result in some outcomes Valence Defintion reflects the anticipated value of the outcomes associated with performance Needs can be defined as cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences Extrinsic Motivation motivation that is controlled by some contingency that depends on task performance. Intrinsic Motivation motivation that is felt when task performance serves as its own reward Meaning of Money the degree to which they view money as having symbolic, not just economic, value Goal Setting Theory defintion views goals as the primary drivers of the intensity and persistence of effort Specific and Difficult Goals assigning these types of goals results in higher level of performance than assigning no goals, easy, goals, or "do your best" goals self-set goals the internalized goals that people use to monitor their own task progress. task strategies defined as learning plans and problem-solving approaches used to achieve successful performance feedback updates on employee progress toward goal attainment task complexity reflects how complicated the information and actions involved in a task are, as well as as how much the task changes goal commitment defined as the degree to which a person accepts a goal and is determined to try and reach it. S.M.A.R.T. goals Specific, Measurable, Achievable, Results-Based, Time-Sensitive Article Employee Motivation Four basic emotional needs/drives what are they, provide an example of each Acquire (reward), Bond (culture), Comprehend (job design), and Defense (Performance-Management and Resource-Based Management) Article Employee Motivation Describe the two studies the authors conducted to determine what actions managers can take to satisfy the four drives. Two major studies, 1. 385 employees of two global businesses- on financial services giant and one It services farm. 2. 300 Fortune 500 companies. The criteria indicators used were engagement, satisfaction, commitment, and intention to quit. Recommended textbook solutions
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QUESTION Elephants appear to have excellent _____ because they can remember large sections of their territory. a. latent learning. b. insight. c. cognitive maps. d. extrinsic motivation. e. mirror neurons. Verified answer QUESTION In studies that examine perceived rates of alcohol use, students a. typically overestimate the percentage of fellow students who drink. b. accurately estimate the percentage of fellow students who drink. c. tend to slightly underestimate the percentage of fellow students who drink. d. tend to greatly underestimate the percentage of fellow students who drink. e. tend to be inaccurate in their estimates of the percentage of fellow students who drink, but there is no clear pattern to their inaccuracies. Verified answer
PSYCHOLOGY What are some questions that a psychologist who is following the biopsychosocial approach might ask of a new cancer patient? Verified answer Other Quizlet setsCOSC 325 Quizzes 1-478 terms donnyolmos Pharm Test 2 - Musculoskeletal System44 terms PierogiJonathan Grammar Boot Camp Week 1 Punctuation22 terms odddrawer Related questionsQUESTION ~~~ Later research investigating Leader-Member Exchange Theory looked at how the leader-member relationship produces more positive outcomes for leaders, followers, groups, and the organization. What are some of these more positive outcomes identified in this research? 2 answers QUESTION 3. Using not less than 5 key ideas, explain the role of teams and groups in organizations. Provide examples for each idea. Include in your explanation the changing nature of work and its emphasis on teams. 2 answers QUESTION Which group mechanism describes the creation and composition of teams? 15 answers QUESTION What is a measure of customer satisfaction that indicates the success of the staffing efforts of an HR department? 4 answers Is the set of energetic forces that originates both within?Work motivation is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work-related behavior and to determine its form, direction, intensity, and duration (Pinder 1998, p. 11).
What kinds of goals maximize the intensity and persistence of task performance?Views goals as the primary drivers of intensity and persistence of effort. -Assigning employees specific and difficult goals will result in higher levels of performance than assigning no goals, easy goals, or "do-your-best" goals.
When employees consider efficacy levels for a given task they first consider their?When employees consider efficacy levels for a given task, they first consider their past accomplishments, the degree to which they have succeeded or failed in similar sorts of tasks in the past.
Which of the following motivating forces have the strongest performance effect?The motivating force with the strongest performance effect is the perception of equity.
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Is a set of energetic forces that originate both within and outside an employee initiates work related effort and determines its direction intensity and persistence?
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