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22 Cards in this Set
- Front
- Back
What is motivation? |
Motivation is the inner state causing an individual to learn in a way that ensures the accomplishment of some goal.
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Why do people act as they do? |
Initiative - Persistence - Direction of employee efforts towards job performance. |
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Process Theory |
Emphasizes how individuals are motivated through needs BUT then focus on the STEPS occurring when individual is motivated. |
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Content Theory
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- Emphasize individuals' internal characteristics - Focuses on understanding what needs individuals have and how to satisfy those needs |
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Needs-Goal Theory |
- motivation begin with individual feeling a need - needs transform into behavior that supports performance of goal behavior to reduce the felt need - individuals who set goals have an easier time focusing on relevant activities |
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The Role of Managers
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- Managers need to understand INDIVIDUAL employee needs. - Managers need to understand offering unvalued rewards does not motivate employees. - therefore managers must be familiar with employee needs and offer valued rewards to satisfy those needs. |
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Vroom Expectancy Theory |
- based on premise felt needs drive human behavior. - an individual's motivation strength is determined by their perceived value of the result of performing a behavior - the perceived probability the behavior performed will cause the result to materialize. |
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What is the process of the Vroom Expectancy Theory |
1) EFFORT: the employee believes that effort will result in acceptable performance 2) PERFORMANCE: the employee believes that acceptable performance will yield the desired reward. 3) REWARD: the employee values the reward. |
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Motivational Strength Equation |
MS = (perceived value of result of performing behavior) x (perceived probability that result will materialize) |
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How is motivation calculated? |
Valence + Expectancy + Instrumentality 1) Valence: measures the value a person attaches to a given reward. -- Extrinsic ex: money & promotion -- Intrinsic ex: sense of achievement 2) Expectancy: measures the person's confidence in being able to get the results expected. -- it is a purely subjective measure of an individuals belief in themselves. 3) Instrumentality: measures the extent to which an individual believes that the manager/organization will deliver rewards that were promised |
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Equity Theory of Motivation |
- When individuals believe they have been treated unfairly in comparison to their co-workers, they react in a way to try to fight the inequality. -Examples include, change work outputs in the line with rewards received, ask for a pay raise or legal action, change perceptions of the inequality |
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Perceptions of Inequality comes from: |
- work assignments - promotions - compensations - ratings report * all of these situations are emotionally charged as they relate to perceptions of self-worth. |
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Porter-Lawler Theory of Motivation |
- needs drive behavior - rewards come from effort - effort put forth determined by individual's perception of reward value - perceived fairness of rewards influences amount of satisfaction produced by rewards. |
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Maslow's Hierarchy of Needs HUMAN NEEDS |
Level 5: Self-Actualization (persona growth & fulfillment) Level 4: Esteem (achievement, status) Level 3: Love & Belonging (family, affection, relationships). Level 2: Safety (protection, security, stability) Level 1: Physiological (food, water, basic life needs) |
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Alderfer's ERG Theory HUMAN NEEDS |
E = Existence Need - need for physical well being R = Relatedness Need - need for satisfying interpersonal relationships G = Growth Need - need for continuing personal growth & development |
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Argyris' Maturity Immaturity Continuum HUMAN NEEDS |
- Human needs progress a long a continuum focusing on personal data & natural development of people. - People progress from immaturity to maturity along the continuum Ex: from passivity to activity, from dependence to independence |
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McClelland's Acquired Needs Theory HUMAN NEEDS |
1) nAch: so strong to some individuals that it becomes more motivating than a quest for profit. -- set challenging but achievable goals -- those with a small nAch tend to stay away from challenging goals, responsibilities, & risks. 2) nPower: greatly motivated to influence others & assume responsibility for subordinate behavior -- seek advancement involving increasing amounts of responsibility -- comfortable in competitive situations -- enjoy decision making. 3) nAff: cooperative, team-centred managerial style. -- prefer to influence subordinates to complete tasks through team efforts -- lose effectiveness if need for social approval & friendship interferes with willingness to make decisions. |
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what are the strategies for motivation organization methods? |
- Managerial Communication: most basic motivation strategy, communicating is the basic tool for satisfying human needs or organization members.
- Douglas Mcgreggor's Theory X-Y: -----theory x: negative assumptions about employees (dislike work, naturally lazy, avoid working, bad managers) -----theory y: positive assumptions about employees (self-direction, creative, seek responsibility, self-control).
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Job Design |
- design of organization member's jobs (job rotation, job enlargement, job enrollment, flex-time) |
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What is Job Enrichment? (Job design factor) |
Herzberg's 2 Factor Theory 1) Hygiene, maintenance factors -- relate to work environment -- when these factors are undesirable, the individual becomes dissatisfied. 2) motivating factors: relate to work itself -- when these factors are compelling the individual is satisfied & motivated to perform tasks |
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What is Behavior Modification? |
Introduced by B.F Skinner Reinforcement (+/-) - punishment - extinction |
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Linkert's Management Systems |
System 1) lack of confidence & trust in subordinates System 2) condescending master-servant style confidence & trust in subordinates System 3) substanial, not complete, confidence in subordinates System 4) trust & confidence in subordinates |