Chapter 5: Foundations of Employee Motivation

innate need for competence

"I need to feel efficacious"; the desire to feel qualified, knowledgeable, and capable to complete an act, task, or goal

innate need for autonomy

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

innate need for relatedness

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

the two fundamental perspectives on motivation

1. Content theories 2. Process theories

three elements of justice theory

1. Distributive justice 2. Procedural justice 3. Interactional justice

five practical lessons to help apply equity and justice theories

1. Employee perceptions count 2. Employees want a voice in decisions that affect them 3. Employees should have an appeals process 4. Leader behavior matters 5. A climate for justice makes a difference

3 process theories of motivation

1. Equity/justice theory 2. Expectancy theory 3. Goal-setting theory

four mechanisms behind goal setting

1. Goals direct attention 2. Goals regulate effort 3. Goals increase persistence 4. Goals foster the development and application of task strategies and action plans

Locke and Latham's Goal Setting Theory (4 parts)

1. Goals that are specific and difficult lead to higher performance than general goals 2. Certain conditions are necessary for goal setting to work 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 motivates employees to set and commit to even higher levels of performance

Content theories include all of the following 5 theories

1. McGregor's Theory X and Theory Y 2. Maslow's need hierarchy theory 3. Acquired needs theory 4. Self-determination theory 5. Herzberg's motivator-hygiene theory

3 strategies that will help keep employees motivated at start-up or small businesses

1. Offer flexibility when it comes to work hours 2. Recognize and reward good performance 3. Involve employees in decision making

three key elements of equity theory

1. Outputs 2. Inputs 3. Comparison

five core job characteristics

1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback

three forms of job crafting

1. Task boundaries 2. Relational nature 3. Cognitive crafting

three approaches to job design that have developed over time

1. Top-down 2. Bottom-up 3. Idiosyncratic deals

equity theory

A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships

Theory Y

A modern and positive set of assumptions about people at work: They are self-engaged, committed, responsible, and creative

Theory X

A pessimistic view of employees: They dislike work, must be monitored, and can be motivated only with rewards and punishment ("carrots and sticks")

expectancy

An individual's belief that a particular degree of effort will be followed by a particular level of performance

job design

Any set of activities that alter jobs to improve the quality of employee experience and level of productivity

self-determination theory

Assumes that three innate needs influence our behavior and well-being—the needs for competence, autonomy, and relatedness

voice climate

Climate in which employees are encouraged to freely express their opinions and feelings

valence

Describes the positive or negative value people place on outcomes

job crafting

Employees' attempts to proactively shape their work characteristics

idiosyncratic deals (i-deals)

Employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development

expectancy theory

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

motivating factors (motivators)

Include achievement, recognition, characteristics of the work, responsibility, and advancement. They cause a person to move from a state of no satisfaction to satisfaction

hygiene factors

Include company policy and administration, technical supervision, salary, interpersonal relationships with supervisors, and working conditions. They cause a person to move from a state of no dissatisfaction to dissatisfaction

goal specificity

Indicates whether a goal has been quantified

intrinsic motivation

Inspired by the positive internal feelings that are generated by doing well

job enrichment

Modifies a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement (vertical loading)

job rotation

Moving employees from one specialized job to another

job characteristics model

Promotes high intrinsic motivation by designing jobs that possess five core job characteristics

motivator-hygiene theory

Proposes that job satisfaction and dissatisfaction arise from two different sets of factors—satisfaction comes from motivating factors and dissatisfaction from hygiene factors

job enlargement

Puts more variety into a worker's job by combining specialized tasks of comparable difficulty (horizontal loading)

extrinsic motivation

Result of potential or actual receipt of external rewards

need hierarchy theory

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

acquired needs theory

States that three needs—achievement, affiliation, and power—are the key drivers of employee behavior

voice

The discretionary or formal expression of ideas, opinions, suggestions, or alternative approaches directed to a specific target inside or outside of the organization with the intent to change an objectionable state of affairs and to improve the current functioning of the organization

scientific management

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

procedural justice

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

distributive justice

The perceived fairness of the way resources and rewards are distributed or allocated

instrumentality

The perceived relationship between performance and outcomes

motivation

The psychological processes that underlie the direction, intensity, and persistence of behavior or thought

interactional justice

The quality of the interpersonal treatment people receive when procedures are implemented

need for power

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

process theories

explain the process by which internal/person factors and situational factors influence employee motivation

content theories

identify internal factors such as needs and satisfaction that energize employee motivation

need for achievement

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

need for affiliation

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

need for personal power

the negative form of the power need; the want to control others, and often manipulate people for your own gratification

equity sensitiviy

the notion that not all individuals prefer an equal ratio of inputs to outcomes

need for institutional power

the positive form of the power need; manifests in the desire to organize people in the pursuit of organizational goals and help people obtain the feeling of competence

moderator variable

changes the relationship between two other variables