chapter 5

extrinsic motivation

people are motivated to receive something that is beyond their personal control for instrumental reasons

expectancy theory

people make conscious decisions about short term and long term goals. we choose options based on the chances of our behavior, reward. effort=motivation - effort in class is expectancy, the grade you receive is the instrumentality, getting a good job is valence expectancy- if I try will I succeed in short term instrumentality- if I succeed what are the long term consequences valence- how much do I value the long term consequences

need for achievement

people want to accomplish reasonably challenging goals through their own effort. prefer working alone than teams, choose moderately challenging tasks (not easy not hard)

need for power

people want to exercise control over others and are concerned about maintaining their leadership position. rely on communication, make more suggestions, and publicly evaluate situations more frequently

distributive justice

perceived fairness in the outcomes we receive compared to our contributions and the outcomes and contributions of others

Four consequences to OB Model (contingencies of reinforcement)

positive reinforcement (preferred)- occurs when the introduction of a consequence increases or maintains the frequency or future probability of a specific behavior. punishment-occurs when a consequence decreases the frequency or future probability of a specific behavior occurring. extinction-occurs when the target behavior decreases because no consequence follows it. negative reinforcement-occurs when the removal or avoidance of a consequence increases or maintains the frequency or future probability of a specific behavior.

procedural justice

refers to fairness in the procedures used to decide the distribution of resources

motivation

the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior

goal setting

the process of motivating employees and clarifying their role perceptions by establishing performance objectives (SMART Goals)- specific, measurable, achievable, relevant, time-framed (excited reviewed) chart of optimal goals!!

two-factor theory

two key job needs. motivators and demotivators. be sure what you're working on, some people think they are working on motivators but they are just getting rid of demotivators. motivators- factors are intrinsic to the job and lead to job satisfaction (work itself, recognition, advancement) demotivators- hygiene factors- extrinsic to the job and can only prevent job dissatisfaction. (company policy and administration, technical supervision. salary is most controversial!)

Expectancy Theory

work effort is directed toward performance that people believe has the overall highest probability of achieving the desired outcomes. aligned more with extrinsic motivation.

Maslow's needs hierarchy

Abraham Maslow in 1940's, theory of human motivation. start at bottom of triangle and move up. physiological needs -> safety -> belongingness/love ->esteem -> self actualization

learned needs theory

David McClelland. Strength can be altered through social influences. person's needs can be strengthened or weakened through reinforcement learning and social conditions. Need for Achievement, Need for Affiliation, Need for Power

strengths based coaching

Maximizing employee's potential by focusing on their strengths rather than weaknesses. (more motivating than traditional performance

achievement motivation theory

McClelland's model of motivation that emphasizes the importance of three needs - achievement, power, and affiliation - in determining worker motivation

process theories

Models that describe how behavior becomes directed/ energized

content theories

Models that focus on factors within a person that energize, direct, or stop behavior

organizational behavior modification (OB Mod)

a theory that explains employee behavior in terms of the antecedent conditions and consequences of that behavior. abc method - antecedents-events preceding the behavior, informing employees that a particular action will produce specific consequences. -consequences-events following a particular behavior that influence its future occurrence.

employee engagement

an individual's emotional and cognitive motivation, particularly a focused, intense, persistent, and purposive effort towards work-related goals

need for affiliation

desire to seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. actively support others, mediate conflicts. leaders require a low need for affiliation

four drive theory

emotions are the source of human motivation and that these emotions are generated through four innate and universal drives. drives are hardwired into out brains -drive to acquire-drive to seek out, take, control, and retain objects and personal experiences -drive to bond- motivates people to cooperate and, consequently, is essential for organizations and societies. -drive to comprehend- motivated to discover answers to unknown as well as conflicting ideas -drive to defend- This is the drive to protect ourselves physically, psychologically, and socially.

equity theory

employees determine feelings of equity by comparing their own outcome-input ration to the outcome-input ratio of some other person

needs

goal-directed forces that people experience

drives (primary needs)

hardwired characteristics of the brain that correct deficiencies or maintain an internal equilibrium by producing emotions to energize individuals

positive reinforcement

laws that determine behavior, sharing behavior to where you want it, keeping behavior at high levels (schedules) interval schedules- reference of time. fixed time interval (paycheck), variable ratio schedules- references behavior, reward depending on what people do. fixed- promotions, based on what you did. Variable-waiters tip (work best)!!

goal difficulty and performance

moderate to challenging goals have the highest task performance. anything after challenging decreases in performance. goes with goal setting!!!

operant theory (reward theory)

most often associated with positive reinforcement, rewards, and their effect on our behavior. also with negative reinforcement, extinct, and punishment law of contingency- behavior that is rewarded contingently and directly, and is more likely to be repeated. law of immediacy- the sooner you reward someone after the behavior, the more likely they do it in the future

intrinsic motivation

motivation controlled by the individual and experienced from the activity itself. innate drives

social cognitive theory

much learning occurs by observing and modeling others as well as by anticipating the consequences of our behavior - learning behavior consequences-hearing about what happened to other people, not just by directly experiencing the consequences. - behavior modeling-people learn by imitating and practicing their behaviors -self regulation-by self reinforcement- they reward and punish themselves for exceeding or falling short of their self-set standards of excellence.