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Motivation p. 179
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JDJ-OB-Chap6
Chapter 6
| Question | Answer |
|---|---|
| Motivation p. 179 | Motivation is defined as a set of energetic forces that originates both within and outside an employee, initiates work related effort and determines it's direction intensity and persistence |
| Engagement p. 180 | You can think of engagement as a contemporary synonym, more or less, for high levels of intensity and persistence in work effort |
| Expectancy theory p. 181 | Describes the cognitive process that employees go through to make choices among different voluntary responses |
| Expectancy p. 181 | Represents the belief that exerting a high level of effort will result in the successful performance of some task |
| Self- efficacy p. 181 | defined as the belief that a person has the capabilities needed to execute the behaviors required for |
| Past accomplishments p. 181 | The degree to which they have succeeded or failed in similar sorts of tasks in the past |
| Vicarious experiences p. 181 | Their observations and discussions with others who have performed such tasks |
| Verbal persuasion p. 181 | The idea that other people can persuade you to get the job done |
| Emotional cues p. 182 | feelings of fear or anxiety can create doubts about task accomplishment |
| Instrumentality p. 182 | Represents the belief that successful performance will result in some outcomes. |
| Valence p. 183 | reflects the anticipated value of the outcomes associated with performance (How much someone would prefer something) |
| Needs p. 184 | Needs can be defined as cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences. |
| Extrinsic motivation p. 184 | Rewards like money and grades |
| Intrinsic motivation p. 184 | Educational value received, happy with just completing the task itself |
| Meaning of money p. 187 | the degree to which they view money as having symbolic, not just economic value |
| Goal setting theory p. 187 | Views goals as the primary drivers of the intensity and persistence of effort |
| Specific and difficult goals p. 187 | If you assign employees hard goals this will result in higher levels of performance than assigning easy goals |
| Self- set goals p. 189 | internalized goals that people use to monitor their own task progress |
| Task strategies p. 189 | learning plans and problem solving approaches used to achieve successful performance |
| Feedback p. 190 | updates on an employees performance |
| Task complexity p. 190 | how complicated the task is and how much it changes |
| Goal commitment p. 191 | defined as the degree to which a person accepts a goal and is determined to try to reach it |
| S. M. A. R. T. goals p. 192 | Specific Measurable Achievable Results-based Time-sensitive |
| Equity theory p. 193 | motivation doesn't just depend on your own beliefs and circumstances but also on what happens to OTHER PEOPLE (I base how happy I am on how much other people make and get) |
| Comparison other p. 194 | some person who seems to provide an intuitive frame of reference for judging equity |
| Equity distress p. 194 | an internal tension when you find out someone else makes more than you or has better rewards than you do |
| Cognitive distortion p. 195 | a solution to equity distress that happens completely mentally without altering your behavior in any way |
| Internal comparisons p. 195 | Comparisons made in the same company |
| External comparisons p. 195 | Comparisons made to a different company |
| Psychological empowerment p. 198 | an energy rooted in the belief that work tasks contribute to some larger purpose |
| Meaningfulness p. 198 | the value of a work goal or purpose relative to a person's own ideals and passions |
| Self- determination p. 199 | reflects a sense of choice in the initiation and continuation of work tasks |
| Competence p. 199 | a person's belief in his or her capability to perform work tasks successfully |
| Impact p. 199 | the sense that a person's actions make a difference |
| 6.1 What is motivation? | 6.1 Motivation is defined as a set of energetic forces that originates both within and outside an employee, initiates work- related effort, and determines its direction, intensity, and persistence. |
| 6.2 What three beliefs help determine work effort, according to expectancy theory? | 6.2 According to expectancy theory, effort is directed toward behaviors when effort is believed to result in performance ( expectancy), performance is believed to result in outcomes ( instrumentality), and those outcomes are anticipated to be valuable |
| 6.3 What two qualities make goals strong predictors of task performance according to goal setting theory? | According to goal setting theory, goals become strong drivers of motivation and performance when they are hard and specific. Specific and hard goals affect performance by increasing self- set goals and task strategies. |
| 6.4 What does it mean to be equitably treated according to equity theory? | According to equity theory, rewards are equitable when a person’s ratio of outcomes to inputs matches those of some relevant comparison other. A sense of inequity triggers equity distress. |
| 6.5 What is psychological empowerment and what four beliefs determine empowerment levels? | Psychological empowerment reflects an energy rooted in the belief that tasks are contributing to some larger purpose. |
| 6.6 How does motivation affect job performance and organizational commitment? | Motivation has a strong + relationship with job performance and a moderate + relationship with organizational commitment. Of all the energetic forces subsumed by motivation, self- efficacy/competence has the strongest relationship with performance |
| 6.7 What steps can organizations take to increase employee motivation? | Organizations use compensation to increase motivation. Those practices may include individual-focused elements (piece- rate, merit pay, lump- sum bonuses), unit- focused elements (gainsharing), or organization- focused elements (profit sharing). |
Created by:
jeremy092288