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