MGT 301 Ch. 12: Motivating Employees
list the four major perspectives on motivation
1. content perspectives 2. process perspectives 3. job design perspectives 4. reinforcement perspectives
states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace. We our not born with our needs; rather, we learn the, from the culture-from our life experiences
Acquired Needs Theory
cash awards given to employees who achieve specific performance objectives
Bonuses
refers to the degree to which a person wants personal and psychological development
Contingency Factors
perceived fairness of the amount and allocation of rewards among individuals
Distributive Justice
a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships
Equity Theory
deciding how much effort to exert in a specific task situation
Expectancy Theory
weakening of behavior by ignoring it or making sure it is not reinforced
Extinction
the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity
Gainsharing
value, the importance a worker assigns to the possible outcome or reward
Valence
job redesign is appropriate if
a persons MPS is low
list three motivating factors
challenges opportunities recognition
Equity Theory is based on
cognitive dissonance
list the three innate needs discuessed in the self-determination theory
competence, autonomy, and relatedness
Also known as need-based perspectives; theories that emphasize the needs that motivate people
content perspectives
the expectancy theory suggests that motivation involves the relationship between your _______, _________ and the desirability of __________
effort, performance, outcomes
belief that a particular level of effort will lead to a particular level of performance
expectancy (effort-to-performance expectancy)
list the three psychological states in the job characteristics model
experienced meaningfulness experienced responsibility knowledge of actual results
the payoff, such as money, a person receives from others for performing a particular task
extrinsic reward
list two types of work-life benefits
flex time vacations and sabbaticals
the extent to which our lives contain PERMA
flourishing
stretch goals
goals beyond what they actually expect to achieve
job enlargement is to __________ loading as job enrichment is to _________.
horizontal, vertical
Job Diagnostic Survey (JDS)
indicates MPS
list the three key elements in equity theory
inputs outputs comparisons
the expectation that successful performance of the task will lead to the outcome desired
instrumentality (performance-to-reward expectancy)
the satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself
intrinsic reward
increasing the number of tasks in a job to increase variety and motivation; opposite of scientific management
job enlargement
building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement
job enrichment
list the two types of goal orientation
learning performance
sees goals as a way of developing competence through the acquisition of new skills
learning goal orientation
The sense of "belonging to and serving something that you believe is bigger than the self"
meaningfulness
the strengthening of a response through the removal of a stimulus after the response occurs
negative reinforcement
the extent to which people perceive that they are treated fairly at work
organizational justice
ties employee pay to the number of job-relevant skills or academic degrees they earn
pay for knowledge aka skill-based pay
bases pay on one's results
pay for performance
sees goals as a way of demonstrating and validating a competence we already have by seeking the approval of others
performance goal orientation
list the two forms of need for power
personal - bad institutional - good
employees are paid according to how much output they produce
piece rate
the use of positive consequences to strengthen a particular behavior
positive reinforcement
defined as the perceived fairness of the process and procedures used to make allocation decisions
procedural justice
concerned with the thought processes by which people decide how to act
process perspectives
the distribution to employees of a percentage of the company's profits
profit sharing
weakening behavior by presenting something negative or withdrawing something positive
punishment
sales representatives are paid a percentage of the earnings the company made from their sales
sales commission
the process of reducing the number of tasks a worker performs
scientific management
traditional: fitting people to jobs uses
scientific management
assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs
self-determination theory
the degree to which a job requires a variety of different activities
skill variety
certain employees are given the right to buy stock at a future date for a discounted price
stock options
the extent to which a job requires a worker to perform all the tasks needed to complete the job from beginning to end
task identity
the degree to which a job has a substantial impact on the lives or work of other people
task significance
proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivating factors and work dissatisfaction from hygiene factors
two-factor theory
goal setting process is useful only if people
understand and accept the goals
simple model of motivation
unfulfilled need, motivation, behaviors, rewards, feedback
Employees' upward expression of challenging but constructive opinions, concerns, or ideas on work-related issues to their managers
voice
employer-sponsored benefit programs or initiatives designed to help all employees balance work life with home life
work-life benefits
the job characteristics model consists of
(a) five core job characteristics that affect (b) three critical psychological states of an employee that in turn affect (c) work outcomes—the employee's motivation, performance, and satisfaction.
list three components of organizational justice
1. distributive justice 2. procedural justice 3. interactional justice
list the three process perspectives on motivation
1. equity/justice theory 2. expectancy theory 3. goal-setting theory
According to the expectancy theory, effort, performance, outcomes are affected by three elements:
1. expectancy 2. instrumentality 3. valence
list the four work outcomes of the job characteristic model
1. high work motivation 2. high work performance 3. high work satisfaction 4. low absenteeism and turnover
list the six steps to help you apply the principles of self-management
1. identify your wildly important long term goal 2.break your wildly important goal into short term goaks 3. create to do list 4. prioritize the tasks 5. create a time schedule 6. work the plan, reward yourself, and adjust as needed
list the four motivational mechanisms of goal-setting theory
1. it directs your attention 2. it regulates the effort expended 3. it increases your persistence 4. it fosters use of strategies and action plans
list the two techniques of the modern approach to job design
1. job enlargement 2. job enrichment
list the three contingency factors in the job characteristics model
1. knowledge and skill 2. desire for personal growth 3. context satisfactions
list the four content theories of motivation
1. maslows hierarchy of needs theory 2. McClelland's acquired needs theory 3. Deci and Ryans self-determination theory 4. Herzbergs two-factor theory
in expectancy theory, the choice how much effort to exert in a specific task situation is based on a two-stage sequence of expectations:
1. moving from effort to performance 2. moving from performance to outcomes
List the three needs in McClelland's acquired needs theory
1. need for achievement 2. need for affiliation 3. need for power
list 4 nonmonetary ways of motivating employees
1. need for work-life balance 2. need to expand skills 3. the need for a positive work environment 4. the need to matter
List the five levels in Maslow's hierarchy of needs.
1. physiological 2. safety 3. love 4. esteem 5. self-actualization
list the four types of reinforcement
1. positive 2. negative 3. extinction 4. punishment
well-being is the combined impact of five elements:
1. positive emotions 2. engagement 3. relationships 4. meaning 5. achievement PERMA
list the five core job characteristics in the job characteristics model
1. skill variety 2. task identity 3. task signicicance 4. autonomy 5. feedback
list the two different approaches to job design
1. traditional: fitting people to jobs 2. modern: fitting jobs to people
process perspectives try to understand
1. why employees have different needs 2. what behaviors they select to satisfy them 3. how they decide if their choices were successful
says behavior with favorable consequences tend to be repeated, while behavior with unfavorable consequences tends to disappear
Thorndike's Law of Effect
employees can be motivated by goals that are specific and challenging but achievable
Goal Setting Theory
job enrichment is a practical application of
Herzbergs two factor theory
Parts of a job that do not increase job satisfaction but help to remove dissatisfaction, such as reasonable wages and working conditions
Hygiene Factors (Herzberg)
quality of the interpersonal treatment people receive when procedures are implemented
Interactional Justice
the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance
Job Design
factors which by their absence, do not inhibit performance, but any addition in them increases efficiency. ability and opportunity
Motivating Factors (Herzberg)
the psychological processes that arouse and direct goal-directed behavior
Motivation
the amount of internal work motivation associated with a specific job
Motivation Potential Score (MPS)
physiological or psychological deficiencies that arouse behavior
Needs
anything that causes a given behavior to be repeated or inhibited
Reinforcement
attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
Reinforcement Theory