Chapter 6- Motivation & Engagement

Three outcomes when equity comparisons made

1. positive inequity is "over rewarded" 2. equity is "appropriately rewarded" 3. negative inequity is "under rewarded" individuals may: increase/decrease inputs, change their outcomes, distort their perceptions of their or others inputs and/ or outcomes, leave

Negative valence outcomes

Disciplinary actions, demotions, terminations

Motivations impact on job performance

Has a strong positive effect on job performance. Higher motivation tend to have higher task performance. Effects are strongest for self efficacy/ competence, then goal difficulty, valance-instrumentality-expectancy combo, and equity

extrinsic motivation

Situational source of motivation. motivation that is controlled by something that depends on task performance; pay, bonuses, promotion, praise. rewards and incentive systems

verbal persuasion

friends, coworkers, and leaders can persuade employees that they can get the job done

Unit-focused incentives

gainsharing: the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity

esteem need

the need to hold a high evaluation of oneself and to feel effective and respected by other; self-regard growth

meaning need

the need to perform tasks that one cares about and that appeal to ones ideals and sense of purpose; self actualization

Meaningfulness

the value of a work goal or purpose, relative to a person's own values

Annika is a new receptionist. Her boss paired her with a more experienced receptionist so she could observe how the job would be done correctly. Annika's boss was using ________blank to raise her self-efficacy.

vicarious experience

Motivation is fostered when employee believes these three things

1. effort will result in performance 2. performance will result in outcomes 3. outcomes will be valuable

Comparison other

some person who seems to provide an intuitive frame of reference for judging equity. When you compare your situation with that of a comparison other, you realize that your ratio of outcomes to inputs is significantly less than the other person's- perceiving under rewarded inequity

SMART Goals

summarizes many beneficial goal characteristics standing for specific, measurable, achievable, results based, and time sensitive.

goal commitment

the degree to which a person accepts a goal and is determined to try to reach it. When goal commitment is high there are higher levels of task performance. Feedback, task complexity, and goal commitment impact assigned goal, self set goals, and task performance. The goal is the aim of an action and serves as the primary driver of the intensity and persistence of effort for the action

meaning of money

the degree to which they view money as having symbolic, not just economic, value

past accomplishments

the first thing people consider for efficacy; degree to which they have succeeded or failed in similar sorts of tasks in the past

self-set goals

the internalized goals that people use to monitor their own task progress. Impacts intensity of effort, persistence of effort, and task strategies

existence need

the need for food, shelter, safety and protection; physiological and safety

control need

the need to be able to predict and control one's future; autonomy and responsibility

relatedness need

the need to create and maintain lasting, positive, interpersonal relationships; love and belongingness

Direction

what employees do at a given moment, direction in which their energy is channeled

Extrinsic incentives bias

An exception to the fundamental attribution error, when people view others as having (situational) extrinsic motivations and (dispositional) intrinsic motivations for oneself

Agency problem

Principal (organization) hires an agent (employee) but cannot perfectly monitor or control the agent's behavior. Agent may "shirk" (slack off) if interests are not aligned. Misalignment leads to unwanted behaviors and threatens organizational performance

Symbolic value is measured by

achievement, respect, and freedom

impact

belief that ones work is making a difference

Valence

reflects the anticipated value of the outcomes associated with performance (V); they can be positive ("I would prefer having outcome X"), negative ("I would prefer not having outcome X"), or zero ("I'm bored are we still talking about outcome X?"). Path 3: how much do I value the rewards i receive? organizational rewards ➡️personal goals It is the believed worth of the results of one's efforts.

Expectancy

represents the belief that exerting a high level of effort will result in the successful performance of some task, specific amount of effort will result in a specific level of performance. Individual effort ➡️ individual performance Path 1: Can I achieve my desired level of performance?

Instrumentality

represents the belief that successful performance will result in some outcome; set of subjective probabilities. Path 2: what rewards will I get if I achieve my desired level of performance? Individual effort ➡️ Individual performance ➡️organizational rewards Ranges from 0 (not happening) to 1 (definitely) "if i do a good job, I will receive the outcome I desire"

vicarious experiences

second consideration for self-efficacy; taking into account their observations and discussions with other who have performed that task

Four Main Theories of Motivation

Equity theory, goal setting theory, expectancy theory, and psychological empowerment

Motivation

a set of energetic forces that originates both within and outside an employee. Determines the direction, intensity, and persistence of an employee's work effort

Wilma recently earned a huge increase in salary and more job responsibilities at work. Though she now has her "dream job," Wilma is not enthusiastic about coming to work, and when she is there, she spends most of her time complaining about how Wilbur got a bigger office and nicer furniture than she did. Wilma's behavior would seem to support

equity theory

Gilbert would like to foster goal commitment in his department. He decides to do this by encouraging the collaboration of employees and leaders on setting the specific proficiency level and due date for a major production goal so that the employees feel a sense of ownership over the goal. Gilbert has implemented a strategy known as

participation. By encouraging employee collaboration on setting proficiency level and due date for a major production goal, Gilbert is using the participation strategy. Participation is a strategy for fostering goal commitment where employees and leaders collaborate on setting the specific proficiency level and due date for a goal so that the employee feels a sense of ownership over the goal.

Individual focused incentives

piece rate (pay for each unit produced), merit pay (raise in accordance with performance evaluations), lump sum bonuses (for meeting goals), recognition awards (gift cards)

task strategies

plans and problem-solving approaches that are used to tackle goals and achieve perfection. Triggered by self-set goals. In the absence of goals, may just rely on "trial and error" rather than identifying the best plan of attack

emotional cues

positive or negative feelings that can help or hinder task accomplishment. Feelings of fear and anxiety can create doubts about task accomplishment

Organization-focused incentives

profit sharing: incentive pay in which payments are a percentage of the organization's profits (when exceed a minimum level) and do not become part of the employees' base salary

Task complexity

reflects how complicated and complex aspects of the goal are. Feedback, task complexity, and goal commitment impact assigned goal, self set goals, and task performance

Self-Efficacy Theory

Belief a person has that they have the ability to perform a task successfully Higher self efficacy= higher levels of expectancy analysis of task requirements and assessment of personal and situational resources➡️ level of self efficacy Tends to produce the best professional results

psycological empowerment

Belief in the degree of influence over one's job, competence, job meaningfulness, and autonomy. higher empowerment= higher motivation

Needs and motivators impact on different work outcomes

Employees emphasize different needs so rewards varies across different cultures. Employees underestimate how powerful the motivator pay is to them; financial incentives have a stronger impact on motivation than any other sort of outcome

Motivation and Engagement

Engagement- high levels of intensity and persistence. Feelings of energy, enthusiasm, and similarly positive affective states surrounding ones work. Employers want higher engagement.

Which theory of motivation proposes that work effort is directed toward positive experiences and away from negative ones?

Expectancy theory

Ike, Georgia, and Mike work at an ice producing facility in the same job classification. Ike arrives at work late, produces and loads fewer bags of ice than Georgia and Mike, and never volunteers to sweep up during his break, unlike the other workers. After talking to Georgia and Mike, Ike learns that, even though they have all been employed the same length of time, he is being paid two dollars more per hour than they are because they were hired through an outside personnel agency. According to equity theory, which of the following emotions is Ike likely to display?

Guilt. When your ratio of outcomes to inputs is greater than your comparison with other's ratio, equity distress is experienced, and the tension likely creates negative emotions such as guilt or anxiety.

Inputs of Equity Theory

Inputs are contributions or investments you put into your work: ability, experience, effort.

motivations impact on organizational commitment

Moderate correlation. Equity has a moderate positive effect on organizational commitment. Higher equity= higher affective and normative commitment.

Needs and expectancy theory

Needs are physiological or psychological deficiencies that drive behavior. Only unmet needs motivate. Outcomes are more positively valanced when they help satisfy needs. Needs vary across people.

Outputs of Equity Theory

Outputs are what you recieve from your work: pay, promotions

Influences of self efficacy

Past accomplishments, vicarious experience, verbal persuasion, emotional cues

Equity Theory

People evaluate the ratio of inputs to the outputs they recieve. If one perceives inequity, tend to be less motivated. Refer to past precedents and other people to asses equity. Ex: if someone less qualified or skilled than you is being paid more,you will be dissatisfied and less motivated. Motivation is maximized when an employee's ratio of"outcomes" to "inputs" matches those of some "comparison other"

Positive valence outcomes

Salary increases, bonuses, and informal rewards

intrinsic motivation

Situational source of motivation. motivation that is felt when task performance serves as its own reward; enjoyment, accomplishment, skill development. Opportunites for challenge, growth. Fairness, equity.

Theory Y

The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction.

Which three of the following are reasons an employee may be more motivated than his or her counterparts?

The employee has feelings of expectancy and instrumentality. The employee has specific, challenging, and achievable goals. The employee has feelings of psychological empowerment.

You are a hard-working but tired college student who has been sitting in these uncomfortable chairs in back-to-back lecture classes for several hours. Dr. Paradis empathizes with your situation. Knowing that it is late in the afternoon, she thought perhaps a snack and a compliment would brighten your day. The presence of the snacks/praise increases your motivation to pay attention; however, if these were absent, it would necessarily demotivate you. This is an example of

Two factor theory

Tom is a recent UA alum. Tom's company is doing a promotion whereby they are awarding employees who reach a certain level of performance with an ASU themed gift package. He knows that if he puts forth enough effort he will reach this level of performance. However, he does not want this ASU themed gift package; therefore,his motivation is very low. According to expectancy theory, what path is affected?

Valance

Goal Setting Theory

Views goals as the primary driver of the intensity and persistence of effort. Goals are defined as the objective or aim of an action and typically refer to attaining a specific standard of proficiency. Motivation is fostered when employees are given specific and difficult goals.

equity sensitivity

an individual's tolerance for negative (others enjoy greater outcomes for same input) and positive inequity (I receive greater outcomes for same input). benevolents- higher tolerance for negative inequity. sensitives- motivates to resolve both positive or negative inequity. entitleds- no tolerance for negative inequity

Theory X

assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and, thus, should be directed from above.

At his accounting firm, Luis is motivated by his need to predict and control the future of his job, also called

autonomy

competence

belief in ones own ability to work hard, perform. Strongest effect on performance, with self efficacy

Self-determination

choice/ initiation to continue pursuing work tasks

esteem

commonly studied need in organizational behavior. It is described as a need to hold a high evaluation of oneself and to feel effective and respected by others.

Expectancy Theory

describes the cognitive processes that employees go through to make choices among different voluntary responses; argues that behavior is directed toward pleasure and away from pain. "What are the chances that, if I work very hard, I'll be able to do a good job?"

How does goal setting theory increase motivation?

direction, persistence, and effort should be tied to setting difficult, specific, goals since people have clear expectations as to what they need to do to perform

motivation is a set of

energetic forces that originates both within and outside an employee.

Shyla is a customer service representative for Universal Equipment in Chicago. This month, the employee with the highest customer service will get a free parking space. She would also be proud of herself if she won. The free parking space would be a(n) ________blank outcome and her pride would be a(n) ________blank outcome.

extrinsic, intrinsic

Feedback

gives an employee information about their current level of performance. Indicates that a change in effort or persistence is needed and indicate that a new goal is needed. Feedback, task complexity, and goal commitment impact assigned goal, self set goals, and task performance

Two qualities that make goals strong predictors of task performance

goals must be specific and difficult. Difficult, specific goals directly influence self-set goals that employees choose for themselves. In the absence of a specific/difficult goal, employees may not realize what their goals are, set goals that are too easy, etc.

lump-sum bonuses

have a high impact on motivation because the lump-sum bonuses link financial payments to the successful achievement of certain tasks.

How does expectancy theory increase motivation?

helps increase direction, persistence,and effort since individuals should perceive that their effort leads to performance and their performance should lead to important outcomes

Intensity

how hard employees work to get something done, full speed, half speed, etc

Persistence

how long you are going to work on whatever it is that you are doing, five hours of five minutes?

incentive system

how tangible, extrinsic rewards are distributed within an organization. communicate what organization values. Primary goal is to align the interests and goals of employees with the goals and valued outcomes of the organization. Also to solve agency problem. Incentives are to control these problems.

Blaze wants his workers to know they are doing something that makes a difference to the company. Blaze walks around among his employees and uses phrases such as "moving forward," "being on track," and "getting there" to convey a sense of

impact. Impact reflects the sense that a person's actions "make a difference"—that progress is being made toward fulfilling some important purpose. Phrases such as "moving forward," "being on track," and "getting there" convey a sense of impact.

A student believes that doing well on the next test will ensure an A in the course. These thoughts demonstrate what type of belief?

instrumentality

An employee complains after a performance review, "I don't get it. I got the top rating in the department, but I got the same raise as everyone else, even the slackers. Obviously, our raises don't depend on how hard you work or how good a job you do!" According to expectancy theory, this employee would be described as having low

instrumentality

Harold's boss frequently urges his subordinates to work harder by promising them a substantial bonus at the end of each quarter. However, bonuses are only sporadically awarded regardless of meeting performance goals. As a result, Harold's _____ may be low.

instrumentality

psychological empowerment

intrinsic form of motivation derived from the belief that one's work tasks are contributing to some larger purpose. fostered by meaningfulness, self-determination, competence, and impact.

Professor Paradis implemented an acknowledgment program into her class because she wanted to increase students' motivation in the course. According to Herzberg's Two factor theory, she believes the acknowledgment program will be a

motivator, not hygiene factor

Merit pay plans

offer little in the way of difficult and specific goals. In contrast, lump-sum bonuses provide a forum for assigning difficult and specific goals, and they put pay "at risk" unless the goals are met.