Fundamentals of Management (MGT 3120) - CH. 12

The Three Innate Needs

1. Competence—"I want to feel a sense of mastery." 2. Autonomy—"I want to feel independent and able to influence my environment." 3. Relatedness—"I want to feel connected to other people."

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

Why Is Motivation Important In An Organization?

1. Join your organization. 2. Stay with your organization. 3. Show up for work at your organization 4. Be engaged while at your organization 5. Do extra for your organization.

Using Acquired Needs Theory to Motivate Employees

1. Need for Achievement 2. Need for Power 3. Need for Affiliation

McClelland's three needs:

1. Need for achievement—"I need to excel at tasks." 2. Need for affiliation—"I need close relationships." 3. Need for power—"I need to control others."

The five core job characteristics are

1. Skill Variety—"How Many Different Skills Does Your Job Require?" 2. Task Identity—"How Many Different Tasks Are Required to Complete the Work?" 3. Task Significance—"How Many Other People Are Affected by Your Job?" 4. Autonomy—"How Much Discretion Does Your Job Give You?" 5. Feedback—"How Much Do You Find Out How Well You're Doing?"

When attempting to motivate employees, managers should ask the following questions:

1. What rewards do your employees value? 2. What are the job objectives and the performance level you desire? 3. Are the rewards linked to performance? 4. Do employees believe you will deliver the right rewards for the right performance?

Four Major Perspectives on Motivation:

1. content 2. process 3. job design 4. reinforcement

Three process perspectives on motivation

1. equity theory 2. expectancy theory 3. goal-setting theory

__________________ are cash awards given to employees who achieve specific performance objectives.

Bonuses

Deci and Ryan's Self-Determination Theory: Competence, Autonomy, and Relatedness

Competence, Autonomy, and Relatedness

_____________________, also known as need-based perspectives, are theories that emphasize the needs that motivate people. Needs are defined as physiological or psychological deficiencies that arouse behavior.

Content perspectives

________________________, a well-known psychologist, investigated the needs for affiliation and power and as a consequence proposed the acquired needs theory, which states that three needs—achievement, affiliation, and power—are major motives determining people's behavior in the workplace.

David McClelland

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

Equity theory, the extension of which is justice theory

__________________ is the belief that a particular level of effort will lead to a particular level of performance. This is called the effort-to-performance expectancy.

Expectancy

______________________ the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will be offered attractive rewards

Expectancy Theory

____________________ the diminishing of a conditioned response. Weakening a behavior by ignoring it or making sure it is not reinforced.

Extinction

_________________ is the distribution of savings or "gains" to groups of employees who reduced costs and increased measurable productivity.

Gainsharing

____________________ suggests that employees can be motivated by goals that are specific and challenging but achievable.

Goal-setting theory

______________________ suggests that employees can be motivated by goals that are specific and challenging but achievable. According to psychologists Edwin Locke and Gary Latham, who developed the theory, it is natural for people to set and strive for goals; however, the goal-setting process is useful only if people understand and accept the goals.

Goal-setting theory

_____________ is the expectation that successful performance of the task will lead to the outcome desired. This is called the performance-to-reward expectancy.

Instrumentality

___________________ is (1) the division of an organization's work among its employees and (2) the application of motivational theories to jobs to increase satisfaction and performance.

Job design

_________________ a class of moral philosophy that relates to evaluations of fairness, or the disposition to deal with perceived injustices of others

Justice Theory

content perspectives include four theories:

Maslow's hierarchy of needs theory. McClelland's acquired needs theory. Deci and Ryan's self-determination theory. Herzberg's two-factor theory.

__________________ may be defined as the psychological processes that arouse and direct goal-directed behavior.

Motivation

The Elements of Equity Theory:

Outputs (O) -What a person perceives they are getting out of their job: rewards, pay, praise Inputs (I) -What a person perceives they are putting into their job: training, experience, effort Comparison -How does a person's O/I ratio compare with relevant others' O/I ratios

________________ is the distribution to employees of a percentage of the company's profits.

Profit sharing

____________________ is anything that causes a given behavior to be repeated or inhibited,

Reinforcement

______________________ suggests behavior will be repeated if it has positive consequences and won't be if it has negative consequences. There are four types of reinforcement: positive reinforcement, negative reinforcement, extinction, and punishment.

Reinforcement theory

________________ is value, the importance a worker assigns to the possible outcome or reward.

Valence

A systematic approach to changing behavior through the application of the principles of conditioning.

behavior modification

______________ refers to the degree to which a person wants personal and psychological development.

contingency factors

_________________ suggests that people are motivated by two things: (1) how much they want something and (2) how likely they think they are to get it.

expectancy theory

relatedness motivation

form meaningful bonds with others (self-determination theory)

The positive kind, characteristic of top managers and leaders, is the desire for ________________________, as expressed in the need to solve problems that further organizational goals.

institutional power

_________________ consists of increasing the number of tasks in a job to increase variety and motivation.

job enlargement

_________________ consists of building into a job such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.

job enrichment

_______________________, which says behavior with favorable consequences tends to be repeated, while behavior with unfavorable consequences tends to disappear.

law of effect

Factors associated with job satisfaction—such as achievement, recognition, responsibility, and advancement—all of which affect the job content or the rewards of work performance

motivating factors

Increasing behaviors by stopping or reducing negative stimuli, such as shock. Strengthening a behavior by withdrawing something negative. (Note: negative reinforcement is not punishment.)

negative reinforcement

Elements of Equity Theory

outputs, inputs, comparison

_____________________ ties employee pay to the number of job-relevant skills or academic degrees they earn.

pay for knowledge

_________________ bases pay on one's results. Also known as merit pay.

pay for performance

incentive compensation plans

pay for performance, bonuses, profit sharing, gainsharing, stock options, pay for knowledge

McClelland identifies two forms of the need for power:

personal and institutional.

The negative kind is the need for ____________________, as expressed in the desire to dominate others, and involves manipulating people for one's own gratification.

personal power

____________________, in which employees are paid according to how much output they produce.

piece rate

Increasing behaviors by presenting positive stimuli, such as food. A positive reinforcer is any stimulus that, when presented after a response, strengthens the response.

positive reinforcement

_____________________ any event or object that, when following a response, makes that response less likely to happen again. Weakening a behavior by presenting something negative or withholding something positive.

punishment

_______________________, the process of reducing the number of tasks a worker performs.

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: competence, autonomy, and relatedness.

self-determination theory

________________________ assumes that people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness.

self-determination theory

_________________, certain employees are given the right to buy stock at a future date for a discounted price.

stock options

competence motivation

the desire to perform effectively

_________________, which 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

Model of Motivation

unfulfilled need, motivation, behaviors, rewards, feedback

The basic lesson of Herzberg's research is that ___________

you should first eliminate dissatisfaction (hygiene factors), making sure that working conditions, pay levels, and company policies are reasonable. You should then concentrate on spurring motivation by providing opportunities for achievement, recognition, responsibility, and personal growth (motivating factors).

Job design works when employees are motivated; to be so, they must have three attributes:

(1) necessary knowledge and skill, (2) desire for personal growth, and (3) context satisfactions—that is, the right physical working conditions, pay, and supervision.

J. Richard Hackman and Greg Oldham, the job characteristics model of design is an outgrowth of job enrichment. 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.

autonomy motivation

greater freedom and regulation by the self (self-determination theory)

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

hygiene factors