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Chap 10 -bateman
Management -Ch.10 Motivation
| Question | Answer |
|---|---|
| Motivation | Psychological process that directs (choice) and drives (intensity) attentional resources toward a specific behavior and its associated outcome |
| Performance | Evaluation on your output. Ex. Behavior, output, performance, reward |
| Behavior | Doing a job; continuing to work |
| Valence | importance (a lot); the value an outcome holds for the person completing it |
| *If highly salient and has high valence… | I attend to it |
| Reinforcers | Positive consequences that motivate behavior |
| Organizational Behavior Modification (OB MOD) | The application of reinforcement theory in organizational settings |
| Positive Reinforcement | Applying a consequence that increases the likelihood of a person repeating the behavior that led to it |
| Negative Reinforcement | Removing or withholding an undesirable consequence |
| Punishment | Administering an aversive consequence; applying something negative |
| Extinction | Withdrawing or failing to provide a reinforcing consequence; withholding something positive |
| Expectancy Theory | A theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome (expectancy, instrumentality, valence) |
| Expectancy | Employees’ perception of the likelihood that their efforts will enable them to attain their performance goals |
| Outcome | A consequence a person receives for his or her performance |
| Instrumentality | the perceived likelihood that performance will be followed by a particular outcome |
| Maslow’s Need Hierarchy | A conception of human needs organizing needs into a hierarchy of five major types |
| Alderfer ERG Theory | A human needs theory developed by Alderfer postulating that people have three basic sets of needs that can operate simultaneously |
| McClelland | Three needs most important for managers are the need for achievement, the need for affiliation, and the need for power |
| Extrinsic Rewards | Rewards given to a person by the boss, the company, or some other person (ex: money) |
| Intrinsic Reward | Reward a worker derives directly from performing the job itself (ex: enjoyment) |
| Job Rotation | Changing from one routine task to another to alleviate boredom |
| Job Enlargement | Giving people additional tasks at the same time to alleviate boredom |
| Job Enrichment | Changing a task to make it inherently more rewarding, motivating, and satisfying |
| Two-Factor Theory | Herzberg’s theory describing two factors affecting people’s work motivation and satisfaction |
| Hygiene Factors | Characteristics of the workplace, such as company policies, working conditions, pay, and supervision that can make people dissatisfied |
| Motivators | Factors that make a job more motivating, such as additional job responsibilities, opportunities for personal growth and recognition, and feelings of achievement |
| Equity Theory | A theory stating that people assess how fairly they have been treated according to two key factors: outcomes/inputs |
| Procedural Justice | How the resources were distributed; Using a fair process in decision making and making sure others know that the process was a fair as possible |
| Psychological Contract | A set of perceptions of what employees owe their employers, and what their employers owe them |
| Distributive Justice | What resources were distributed |
| Job Satisfaction | A general attitude towards job that affects a person’s job. Not always positive or negative |
| Effort | mind and emotions working together to put all you can for a behavior at the level you choose |
| Proximal | close goal |
| Distal | long distance goal |
| Self actualization | becoming everything one can or is capable of being (top of need pyramid) |
| Ego | independence, achievement, recognition, status, and self-esteem (2nd top of need pyramid) |
| Social | friendship, belonging, and love ( 3rd on need pyramid) |
| Safety or security | protection against threat and deprivation (4th on need pyramid) |
| Physiological | food, water, sex and shelter (bottom of need pyramid) |
| Existence needs | all material and physiological desires |
| Relatedness needs | relationships with other people by sharing thoughts and feelings |
| Growth needs | fully utilizing personal capacities and developing new capacities |
| Goal | focuses your resources in what you want to achieve |
| Aspiration | is attached to goals, and it is cognitive and rational |
| Learning goal | motivation comes from the inside (intrinsic), I do it for myself, I control it |
| Behavioral goal | If I do this I will be rewarded (intrinsic/extrinsic) I control it |
| Performance goal | If I perform well I get a reward (extrinsic) I can’t control it |
| Hackman and Oldham Model | well-designed jobs lead to high motivation, high-quality performance, high satisfaction, and low absenteeism and turnover |
| Hackman and Oldham job dimensions | skill variety, task identity, task significance, autonomy, and feedback |
| Fairness | is view through equity, equality and need |
| Salient | Relevant (matters) |
Created by:
pitufran
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