Chapter 5 BEM
Goal setting theory
1. goals that are specific and difficult lead to higher performance than general goals like "do your best" 2. Certain conditions are necessary for goal setting to work (ability and resources) 3. Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal setting to work. 4. Goal achievement leads to job satisfaction, which in turn reinforces employees to set and commit to even higher levels of performance
why is motivation important?
1. join the organization 2. stay with the organization 3. be engaged at work 4. perform organizational citizenship behavior 5. help others
2 general categories of motivation theories
content/ process theories
needs
defined as physiological or psychological deficiencies that arouse behavior
job enrichment
entails modifying a job such that employee has the opportunity to experience achievement, recognition, stimulating work, responsibility and advancement
elements of expectancy theory-
expectancy- represents an individual's belief that a particular degree of effort will be followed by a particular level of performance intrumentality- how an individual perceives the movement from performance to outcome valence - refers to the positive or negative value people place on outcomes
Justice theory
extension of the equity theory distributive justice- reflects the perceived fairness of how resources and rewards are distributed or allocated procedural justice- defined as the perceived fairness of the process and procedures used to make allocation decisions interactional justice- relates to the "quality of the interpersonal treatment people receive when procedures are implemented
Expectancy theory
holds that people are motivated to behave in ways that produce desired combinations of expected outcomes
scientific management
kind of management which conducts a business or affairs by standards established by truths or facts gained through systematic observation, experiment or reasoning
intrinsic motivation
occurs when an individual is turned on to one's work because of the positive internal feelings that are generated by doing well
job characteristic model
promotes high intrinsic motivation by designing jobs that possess the five core job characteristics: skill variety, task identity, task significance, autonomy, feedback
Herzberg's Motivator Hygiene Theory
proposes that job satisfaction and dissatisfaction arise from two different sets of factors- satisfaction comes from motivating factors and dissatisfaction comes from hygiene factors
job enlargement
putting more variety into a worker's job by combining specialized tasks of comparable difficulty
motivation
refers to the psychological processes that underlie the direction, intensity, and persistence of behavior or thought
extrinsic motivation
results from the potential or actual receipt of extrinsic rewards
content theories of motivation
revolve around the notion that an employee's needs influence motivation
5 levels of need hierarchy theory
self-actualization esteem love safety physiological
need hierarchy theory
states that motivation is a function of five basic needs: psychological, safety, love, self esteem, and self-actualization/ a prepotent theory
need for achievement
the desire to excel, overcome obstacles, solve problems, and rival and surpass others
need for power
the desire to influence, coach, teach, or encourage others to achieve positive and negative= institutional and personal
need for affiliation
the desire to maintain social relationships, to be liked and to join groups
McGregor's Theory X and Y
theory x: a pessimistic view of an employee: that they dislike work, must be monitored, and can only be motivated with rewards and punishment Theory y: modern and positive set of assumptions about people at work: that they are self-engaged, committed, responsible, and creative
hygiene factors
what makes employees dissatisfied?-- company policy and administration, technical supervision, salary, working conditions...
motivating factors
what makes employees satisfied?-- achievement, recognition, characteristics of work...
equity theory
a model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships -- what you put into and get out of your job compared to others -- equity, negative or positive equity
Acquired needs theory:
achievement, affiliation, power: states that three needs- achievement, affiliation, and power are key drivers of employee behavior
job design
any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and productivity
self-determination theory
assumes that three innate needs influence our behavior and well-being- competence, autonomy, and relatedness
process theories of motivation
attempt to describe how various person factors and environmental factors in the integrative framework affect motivation
job rotation
call or moving employees from one specialized job to another