ITO Ch. 6 Motivation

engagement

a contemporary synonym for high levels of intensity and persistency in work effort

6.7

organizations use compensation practices to increase motivation. those practices may include individual-focused elements (gain haring), or organization-focused elements (profit sharing)

vicarious experiences

taking into account their observations and discussions with others who have performed such tasks

emotional cues

that feelings of fear or anxiety can create doubts about task accomplishment, whereas pride and enthusiasm can bolster confidence levels

valence

the anticipated value of the outcomes associated with performance (abbreviated V)

self-efficacy

the belief that a person has the capabilities needed to execute the behaviors required for task success

meaningfulness

the value of a work goal or purpose, relative to a person's own ideals and passions

self-set goals

internalized goals that people use to monitor their own task progress

S.M.A.R.T goals

Specific, Measurable, Achievable, Results-based, and Time-sensitive

competence

a person's belief in his or her capability to perform work tasks successfully

6.4

according to equity theory, rewards are equitable when a person's ratio of outcomes to inputs matches those of some relevant comparison other. a sense of inequity triggers equity distress. underreward inequity typically results in lower levels of motivation or higher levels of counterproductive behavior. overreward inequity typically results in cognitive distortion, in which inputs are reevaluated in a more positive light

6.2

according to expectancy theory, effort is directed towards behaviors when effort is believed to result in performance (expectancy), performance is believed to result in outcomes (instrumentality), and those outcomes are anticipated to be valuable (valence).

6.3

according to goal setting theory, goals become strong drivers of motivation and performance when they are difficult and specific. specific and difficult goals affect performance by increasing self-set goals and task strategies. those effects occur more frequently when employees are given feedback, tasks are not too complex, and goal commitment is high

equity distress

an internal tension that can only be alleviated by restoring balance to the ratios

needs

cognitive groupings or clusters of outcomes that are viewed as having critical psychological or physiological consequences

verbal persuasion

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

goal setting theory

goals as the primary drivers of the intensity and persistence of effort

task strategies

learning plans and problem-solving approaches used to achieve successful performance

equity theory

motivation doesn't just depend on your own beliefs and circumstances but also on what happens to other people

6.6

motivation has a strong positive relationship with job performance and a moderate positive relationship with organizational commitment. of all the energetic forces subsumed by motivation, self-efficacy/competence has the strongest relationship with performance

6.1

motivation is defined as a set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence

extrinsic motivation

motivation that is controlled by some contingency that depends on task performance

intrinsic motivation

motivation that is felt when task performance serves as its own reward

6.5

psychological empowerment reflects an energy rooted in the belief that tasks are contributing to some larger purpose. psychological empowerment is fostered when work goals appeal to employees' passions (meaningfulness), employees have a sense of choice regarding work tasks (self-determination), employees feel capable of performing successfully (competence), and employees feel they are making progress toward fulfilling their purpose (impact)

external comparisons

refers to someone in a different company

internal comparisons

refers to someone in the same company

self-determination

reflects a sense of choice in the initiation and continuation of work tasks

psychological empowerment

reflects an energy rooted in the belief that work tasks contribute to some larger purpose

task complexity

reflects how complicated the information and actions involved in a task are, as well as how much the task changes

impact

reflects the sense that a person's actions "make a difference" - that progress is being made toward fulfilling some important purpose

specific and difficult goals

result in higher levels of performance than assigning no goals, easy goals, or "do-you-best" goals

motivation

set of energetic forces that originates both within and outside an employee, initiates work-related effort, and determines its direction, intensity, and persistence

comparison other

some person who seems to provide an intuitive frame of reference for judging equity

expectancy

the belief that exerting a high level of effort will result in the successful performance of some task

instrumentality

the belief that successful performance will result in some outcomes

expectancy theory

the cognitive process that employees go through to make choices among different voluntary responses

goal commitment

the degree to which a person accepts a goal and is determined to try to reach it

accomplishments

the degree to which they have succeed or failed in similar sorts of tasks in the past

meaning of money

the degree to which they summarized in at least three dimensions: achievement (i.e., money symbolizes success), respect (i.e., money brings respect in one's community), and freedom (i.e., money provides opportunity)

cognitive distortion

to reexamine your mental ledger to see if you may have "undersold" your true contributions - allows you to restore balance mentally, without altering your behavior in any way

feedback

updates on employee progress toward goal attainment