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