Chapter 5

Competence needs:

"I need to feel efficacious." desire to feel qualified, knowledgeable, and capable to complete a task

Elements of Vroom's expectancy theory:

expectancy, instrumentality, and valence

Equity theory:

explains how people strive for fairness and justice in social exchanges

Organizational justice:

extent people perceive that they are being treated fairly at work

Process theories:

focus on explaining the process by which internal factors and environmental characteristics influence employee motivation -more dynamic than content theories

Content theories:

focus on identifying internal factors like needs/satisfaction energizing motivation

Horizontal loading:

giving employees more tasks of similar difficulty

Vertical loading:

giving workers more autonomy and responsibility

Top-down approach:

management designs job (historical)

Theory Y:

modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative (help managers break negative theory x)

Job enrichment:

modifying a job so employees have opportunities to experience achievement, recognition, etc.

Physiological level:

most basic need. having enough food, air, and water to survive

Satisfaction comes from...

motivating factors

Maslow's need hierarchy theory:

motivation is a function of five basic needs: physiological, safety, love, esteem, and self-actualization

Job rotation:

moving employees from one specialized job to another

Esteem:

need for reputation, prestige, and recognition from others. includes need for self-confidence and strength

Moderators:

not everyone wants a job covering all 5 characteristics

Task boundaries:

number, scope, and type of job tasks

Intrinsic motivation:

occurs when someone is "turned on to their work because of the positive internal feelings that are generated by doing well" i.e. satisfaction and self-praise

Key elements of equity theory:

outputs, inputs, and a comparison of the ratio of outputs to inputs

Figure 5.3 - role of job content and job context

page 154

Figure 5.3 - Comparison of need and satisfaction theories

page 155

Figure 5.5 - elements of equity theory

page 157

Figure 5.7 - major elements of expectancy theory

page 162

Table 5.1 - managerial and organizational implications of expectancy theory

page 165

Figure 5.8 - job characteristics model

page 171

Table 5.2 - forms of job crafting

page 173

Expectancy theory:

people are motivated to behave in ways that produce desired combos of expected outcomes

Distributive justice:

perceived fairness of how resources and rewards are distributed or allocated

Procedural justice:

perceived fairness of the process and procedures used to make allocation decisions

Cognitive crafting:

perception of or thinking about tasks and relationships in your job

Job characteristics model:

promote high intrinsic motivation by designing jobs that have the five core job characteristics

Acquired needs theory:

three needs - achievement, affiliation, and power - are key drivers of employee behavior

Dissatisfaction comes from...

hygiene factors

Hygiene and motivating factors did not...?

interact -dissatisfaction and satisfaction as two parallel continuums

Theory X:

pessimistic view of employees: dislike work, must be monitored, and can only be motivated with rewards and punishment (typical manager)

Needs:

physiological/psychological deficiencies that arouse behavior

Expectancy:

"Can I achieve my desired level of performance" one's belief that a particular degree of effort will be followed by a particular level or performance - performance --> expectation

Comparison:

"How does my ratio of outputs to inputs compare with relevant others?"

Valence:

"How much do I value the rewards I receive? positive or negative value people plan on outcomes

Autonomy needs:

"I need to feel independent to influence my environment" desire to have freedom and discretion in determining what you want to do and how you want to do it

Relatedness needs:

"I want to be connected with others." desire to feel part of a group, to belong, and to be connected with others

Outputs:

"What do I perceive that I'm getting out of my job?"

Inputs:

"What do I perceive that I'm putting into my job?"

Instrumentality:

"What intrinsic and extrinsic rewards will I receive if I achieve my desired level of performance" how an individual perceives the movement from performance to outcome

Hygiene factors:

"What makes employees dissatisfied?" -job dissatisfaction is associated primarily factors in the work context -including company policy and administration, technical supervision, salary, interpersonal relations with one's supervisors, and working conditions - cause a person to move from a states of no dissatisfaction to dissatisfaction

Motivating factors:

"What makes employees satisfied?" -associated with factors in the work content of the task -achievement, recognition, characteristics of the work, responsibility, and advancement - cause a person to move from state of no satisfaction to satisfaction -strong effort and good performance

Voice:

"employees' expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers

Interactional justice:

"quality of interpersonal treatment people receive when procedures are implemented"

Direction pertains to... Intensity pertains to... Persistence pertains to...

-(what) someone is attending to at a given time -(amount) of effort invested in activity -(for how long) that activity is the focus of one's attention

Content theories include:

-McGregor's Theory X and Theory Y -Maslow's need hierarchy theory -Acquired needs theory -Self-determination theory -Herzberg's motivator-hygiene theory

4 motivational mechanisms of goal setting:

-goals direct attention -goals regulate effort -goals increase persistence -goals foster the development and application of task strategies and action plans

5 core job characteristics:

-skill variety -task identity -task significance -autonomy -feedback page 171

Three innate(born with) needs:

1) competence 2) autonomy 3) relatedness

3 lessons for applying expectancy theory:

1) enhance effort --> performance expectancies 2) determine desired levels of performance and set SMART goals 3) link rewards to desired outcomes

3 process theories of motivation:

1) equity/justice theory 2) expectancy theory 3) goal-setting theory

5 reasons managers care about motivation:

1) join the organization 2) stay with the organization 3) be engaged at work 4) perform OCBs 5) help others

Job design is moderated by:

1) knowledge and skill 2) growth need strength 3) context satisfactions

3 equity relationships from an equity comparison:

Equity: based on comparing RATIOS of outcomes to inputs, inequity will not be perceived just because someone receives greater rewards Negative inequity: if the comparison person enjoys greater outcomes for simular inputs Positive inequity: one's outcome to input ratio is greater than that of a relevant comparison person

Two types of motivation:

Extrinsic motivation and Intrinsic motivation

Positive form of the power need:

Institutional power: desire to organize people in pursuit of organizational goals and help people obtain the feeling of competence.

Negative form of the power need:

Personal power: want to control others, and often manipulate people for their own gratification

Managers can embrace two means of improving motivation:

by improving your motivators that drive satisfaction and improving hygiene factors that otherwise reduce job satisfaction

2 general categories of motivation theories:

content theories and process theories

Process theories of motivation:

describe HOW various person factors and environmental factors in the IF affect motivation

Self-Actualization:

desire for self-fulfillment - to become the best one is capable of becoming

Love level:

desire to be loved and to love. Includes the needs for affection and belonging

Need for achievement:

desire to excel, overcome obstacles, solve problems, and rival/surpass others

Need for power:

desire to influence, coach, teach, or encourage others to achieve

Need for affiliation:

desire to maintain social relationships, to be liked, and join groups

3 organizational justice components:

distributive justice, procedural justice, and interactional justice

I-Deals approach:

employee and management design jobs (emerging)

Bottom up approach:

employee or work teams design jobs (recent)

Idiosyncratic deals (I-deals):

employment terms individuals negotiate for themselves, taking countless forms from flexible schedules to career development

Motivator-hygiene theory:

proposes that job satisfaction and dissatisfaction arise from two different sets of factors

Motivation:

psychological process "that underlie the direction, intensity, and persistence of behavior or thought" -drives results and performance

Job enlargement:

putting more variety into a workers job by combining specialized tasks of comparable difficultly

Relational nature:

quality and/or amount of interaction with others encountered in a job

Goal specificity:

quantifiability of a goal

Extrinsic motivation:

results from potential/actual receipt of extrinsic rewards i.e. "bonus" received for achieving performance goal

Job design:

set of activities involving alteration of specific jobs or interdependent systems of jobs intending to improvise the quality of employee job experience and productivity -motivation influenced by tasks people perform and characteristics of work environment

Distributive and procedural justice have consistently...

stronger relationships with outcomes

Scientific management:

that kind of management which conducts a business by standards established by facts/truths gained through systematic observation, experiment, or reasoning

Safety level:

the need to be safe from physical and psychological harm

Content theories of motivation:

the notion that an employee's needs influence motivation

Job crafting:

the physical and cognitive changes individuals make in the task or relational boundaries of their work

Herzberg proposed that people will have the absences of job dissatisfaction when...

they have no grievances about hygiene factors

Self-determination theory:

assumes that 3 innate needs influence our behavior (competence, autonomy, and relatedness) - these produce intrinsic motivation