BA 316 Chapter 12
The Four Major Perspectives on Motivation
1. content theories Emphasize needs as motivators 2. process theories Focus on the thought and perceptions that motivate behavior 3. job design theories focus on designing jobs that lead to employee satisfaction and performance 4. reinforcement theory based on the notion that motivation is a function of behavioral consequences and not unmet needs.
Maslow's Hierarchy of Needs
1. physiological-the most basic human physical need food, clothing, shelter, comfort, self-preservation. Workplace example: these are covered by wages 2. safety physical safety, emotional security, avoidance of violence. Workplace examples: health insurance, job security, work safety rules, pension plans. 3. love love, friendship, affection. Workplace examples: office parties, company softball teams, management retreats. 4. esteem self respect, status, reputation, recognition, self-confidence. Workplace examples: bonuses, promotions, awards. 5. self-actualization-the highest level need self-fulfillment, increasing competence, using abilities to the fullest. Workplace example: sabbatical leave to further personal growth.
What are the stages of Victor Vroom's expectancy theory of motivation?
Effort to performance-->Performance to outcomes
True or false: Money is the best motivator.
False
What are the two means by which jobs are fitted to people?
Job enrichment Job enlargement
What are three types of learning opportunities?
Learning and development Tuition reimbursement Studying co-workers
What theories of motivation would be characterized as content perspectives?
McClelland's acquired needs Herzberg's two-factor Maslow's hierarchy of needs
Which statements about motivation are true?
Motivation can only be inferred from a person's behavior Multiple contextual and personal factors create motivation
What does the technique called scientific management seek to do?
Reduce the number of tasks a worker performs Increase employee efficiency Raise employee productivity
Which guidelines should be followed when giving positive reinforcement?
Reward only desirable behavior Give rewards as soon as possible Be clear about what behavior is desired Have different rewards and recognize individual differences
human capital
The economic or protective potential of employee experience, actions, and knowledge
What are characteristics of the best incentive compensation plans?
They link rewards to performance. They are agreed on by both employees and managers.
Deci and Ryan's 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 Competence- people need to feel qualified, knowledgeable, and capable of completing a goal or task and to learn different skills. Autonomy- people need to feel they have freedom and discretion to determine what they want to do and how they want to do it. Relatedness- People need to feel a sense of belonging, of attachment to others.
Reinforcement Theory
attempts to explain behavior change by suggesting that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated
fitting jobs to people
based on the assumption that people are underutilized at work and that they want more variety, challenges, and responsibility
process perspectives
concerned with the thought processes by which people decide how to act. Equity/justice theory- How Fairly do you think you're being treated in relation to others? a model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships. Expectancy theory Goal-setting theory
Hackman and Oldham's 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 a) five core job characteristics 1. Skill variety 2. Task identity 3. Task significance 4. Autonomy 5. Feedback b) three critical psychological states of an employee 1. experienced meaningfulness of work 2. Experienced responsibility for work outcomes 3. Knowledge of actual results of the work c) work outcomes 1. High work motivation 2. High work performance 3. High work satisfaction 4. Low absenteeism and turnover
Victor Vroom's Expectancy Theory
deciding how much effort to exert in a specific task situation- How much do you want and How likely are you to get it? 3 elements- Expectancy, Instrumentality, and Valence Expectancy- the belief that a particular level of effect will lead to a particular level of performance. This is called the effort-to-performance expectancy Instrumentality- the expectation that successful performance of the task will lead to the outcome desired. This is called performance to reward expectancy. Valence- value, the importance a worker assigns to the possible outcome or reward.
Liu wants to better understand how to motivate employees at her company. Because she knows there is no single leading theory accepted by everyone on what motivates people, she looks into the top four perspectives: content, process, reinforcement, and ______.
job design
The use of reinforcement theory to change human behavior is called behavior ______.
modification
How does McClelland view needs?
needs are something we learn from our culture
Hillary knows she needs a full-time job so she can buy groceries and clothing for her three children. Which level in Maslow's hierarchy of needs does this describe?
physiological
needs
physiological or psychological deficiencies that arouse behavior
Herzberg's Two-Factor Theory
proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from motivating factors and work dissatisfaction from hygiene factors motivating factors- higher level needs factors associated with job satisfaction- achievement, recognition, the work itself, responsibility, advancement and growth hygiene factors- lower level needs factors associated with job dissatisfaction- salary, working conditions, interpersonal relationships, company policy.
organizational justice
refers to employee perceptions of fairness in the workplace. These perceptions can be classified into three categories: distributive- focuses on people's beliefs that they get what they deserve. Example: pay recognition procedural- People's perceptions of fairness of the procedures used to determine reward allocations received. Example: formal performance appraisals interactional- the degree to which people are treated with respect, kindness, and dignity informational (part of interactional) - the degree/accuracy of information
extrinsic rewards
rewards given to a person by the boss, the company, or some other person
McClelland's Acquired Needs Theory
states that three needs - achievement, affiliation, and power - are major motives determining people's behavior in the workplace Achievement- the desire to excel, to do something better or more efficiently, to solve problems, to achieve excellence in challenging tasks. Affiliation- the desire for friendly and warm relations with other people. Power- the desire to be responsible for other people, to influence their behavior or to control them.
negative reinforcement
strengthening a behavior by withdrawing something negative
Goal Setting Theory
suggests that employees can be motivated by goals that are specific and challenging but achievable.
Job Design
the division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance Traditional- fitting people to jobs Modern- fitting jobs to people
intrinsic rewards
the personal satisfaction and enjoyment felt after attaining a goal
Scientific Management
the process of reducing the number of tasks a worker performs
Motivation
the psychological processes that arouse and direct goal-directed behavior
positive reinforcement
using rewards or positive consequences to strengthen a particular behavior
Extinction
weakening a behavior by ignoring it or making sure it is not reinforced
punishment
weakening a behavior by presenting something negative or withholding something positive
One survey found that about half of U.S. adults would be willing to take a 10% pay cut if it meant ______.
working at a job they found meaningful
