MGT 301 Ch 12- KIRN
Reinforcement theory
based on the notion that motivation is a function of behavioral consequences and not unmet needs.
Content theories
emphasize the needs that motivate people
Instrumentality
expectation that successful performance of the task will lead to the desired outcome.
Contextual Factors
organizational culture, cross-cultural values, physical environment, rewards and reinforcement, group norms, communication technology, leader behavior, organizational design, organizational climate, Job design
Personal motivation factors
personality, ability, core self-evaluations, emotions, attitudes, needs, values, work attitudes
Learning goal orientation
sees goals as a way of developing competence through the acquisition of new skills.
Performance goal orientation
sees them as a way of demonstrating and validating a competence we already have by seeking the approval of others.
Negative reinforcement
strengthens a behavior by withdrawing something negative
Goal-Setting Theory
suggests that employees can be motivated by goals that are specific and challenging but achievable
Motivation
the psychological processes that arouse and direct goal-directed behavior Wants and needs
Positive reinforcement
the use of positive consequences to strengthen a particular behavior
Competence Autonomy Relatedness
three initiate needs
POPULAR INCENTIVE COMPENSATION PLANS
•Pay for performance. •Piece rate. •Sales commission. •Bonuses. •Profit-sharing. •Gainsharing. •Stock options. •Pay for knowledge.
Using punishment
•Punish only undesirable behavior. Give reprimands or disciplinary actions as soon as possible. Be clear about what behavior is desirable. Administer punishment in private. Combine punishment and positive reinforcement.
expectancy, instrumentality, and valence.
According to Victor Vroom, the three primary elements that determine how willing an employee is to work hard at tasks important to an organization are existence, relatedness, and growth. expectancy, instrumentality, and valence. motivation, recognition, and hygiene. safety, esteem, and self-actualization. achievement, affiliation, and power.
distributive
According to equity theory, which type of justice reflects the perceived fairness of how resources and rewards are distributed or allocated? distributive poetic motivational procedural interactional
contextual
According to the integrated model, motivation is affected by both personal factors and ________ ones. incentive subconscious irrational historic contextual
Deci and Ryan's Self determination theory
Assumes 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. Focuses primarily on intrinsic motivation and rewards
Job design theory
Focus on designing jobs that lead to employee satisfaction
Process theories
Focus on thoughts and perception that motivate behavior
B.instrumentality; low
Last year, Diana's boss promised her a big bonus if she met her goals. At the end of the year, after Diana had exceeded her goals, she found her bonus was very small. In the future, Diana's _____ will probably be ____. A.valence; low B.instrumentality; low C.expectancy; low D.expectancy; high
True
Low self-efficacy is associated with learned helplessness, the debilitating lack of faith in one's ability to control one's environment. T/F
instrumentality
Lucas is concerned that even if he puts forth effort and performs as expected, there are other individuals (i.e., flight crew, gate agents, etc.) who can still cause the on-time performance goal not to be met. Based on expectancy theory, which of the following is most closely related to Lucas's concern? instrumentality valence positive inequity expectancy Neg inequity
Self actualization Esteem Love Safety Physiological
Maslow's Hierarchy of needs
Expanding skills
May include shadowing other employees, tuition reimbursement, and training.
Compensation
Money rewards
Physiological need
Need for food, clothing, shelter, comfort, self preservation. Work place example: covered by. wages
safety
Need for physical safety, emotional security, avoidance of violence. Work place examples: health, insurance, job security, work safety rules, pension plans satisfy this need
Self-actualization
Need for self fulfillment, increasing competence, using abilities to the fullest Workplace example: sabbatical leave to further personal growth.
Esteem
Need for self-respect, status, reputation, recognition, self confidence Workplace examples: Bonuses, promotions, awards
Love
Need for this love, friendship, affection. Work place examples: Office parties, company softball teams, MGT retreats.
He is a complainer.
Noah is more apt to point out all the reasons why something won't work, yet he rarely poses any solutions. This can go on for days at a time. As his manager, you are working with him to accept developmental feedback. Why might this be challenging? He is a blamer. He is a debater. He is a porcupine. He is an entangler. He is a complainer.
Work life benefits Expanding skills Well Being
Non-monetary ways of motivating employees
A.high need for achievement.
Patty prefers working alone, is comfortable taking moderate risks, and feels good when accomplishing a goal. Patty probably has a A.high need for achievement. B.high need for affiliation. C.high need for power. D.low need for achievement.
Extrinsic Rewards
Payoff a person receives from others for performing a particular task.
Relatedness
People need to feel a sense of belonging, and attachment to others.
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 the freedom and the discretion to determine what they want to do and how they want to do it.
Praise in public reprove in private
Praise in public Reprimand in private
Herzberg's 2 factor theory
Proposed that work satisfaction and dissatisfaction arise from two different factors—work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors.• Hygiene factors Motivating factors
self-efficacy.
When much of her work was automated with a new computerized system, Louisa became unsure of her ability to do her job. Melody, her boss, has been mentoring her to improve her self-efficacy. agreeableness .conscientiousness. internal locus of control learned helplessness.
halo effect
When physically attractive people are also assumed to be smarter and nicer, which perception distortion has occurred? recency effect selective perception halo effect stereotyping self-serving bias
Nonmonetary incentives
Work-life balance Ability to expand skills Positive work environment Finding meaning in work
Job satisfaction
________ is NOT included in the four major perspectives on motivation. Process Content Job design Reinforcement Job satisfaction
cognitive dissonance
The psychological discomfort people experience between their cognitive attitude and incompatible behavior.
Meaningfulness
The sense of "belonging to and serving something that you believe is bigger than the self"
Neg inequity
The team raises concerns about the volume of bags they have compared to smaller regional airports. Specifically, Sophia mentions that they have to work just as hard, if not harder, than crews at smaller airports, but are held to the same margin of error. Which of the following best portrays what Sophia is feeling? Pos inequity Equity Distribute justice Instrumentality Neg inequity
content perspectives
Theories that emphasize the needs that motivate people
True
There are two different approaches to job design. The traditional approach to job design is to fit people to the jobs; the modern way is to fit the jobs to the people. T/F
McClelland's Acquired Needs Theory
Three needs are major motives determining people's behavior in the workplace: Achievement Affiliation Power
Behavior modification
Use of reinforcement theory to change human behavior
Valence
Value a worker assigns to an outcome
You want to motivate people to:•Join your organization. •Stay with your organization .•Show up for work at your organization .•Be engaged while at your organization. •Do extra for your organization.
WHY IS MOTIVATION IMPORTANT?
Reduce their inputs Try to change the outputs or rewards they receive They will distort the inequality They will change the object of comparison They will leave the situation
Ways to reduce inequity
Extinction
Weakening behavior by ignoring it or making sure it is not reinforced
Punishment
Weakening behavior by presenting something negative or withdrawing something positive
Procedural justice
"How fair is the process of handing out rewards?"
Interactional Justice
"How fairly am I being treated when rewards are given out?"
Distributive Justice
"How fairly are rewards being given out?"
behavioral
"I'm going to buy a Ford to support the U.S. auto industry" is an example of which component of attitude? cognitive affective behavioral value actionable
Steps of motivated sequence
1. Unfulfilled needs 2. Motivation 3. Behaviors 4. Rewards
Suggestions for building meaning into your life:
1.Identify activities you love doing. 2.Find a way to build your natural strengths into your personal and work life. 3.Go out and help someone.
USING EXPECTANCY THEORY to MOTIVATE EMPLOYEES
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?
Fitting people to the jobs (scientific MGT) Fitting jobs to people (enlargement/enrichment)
2 techniques to job design
Content theories Process theories Job design theory Reinforcement theory
4 Major perspectives on motivation
Directs your attention Regulates the effort expended Increases your persistence Fosters use of strategic and action plans
4 motivational mechanisms
Positive Negative Extinction Punishment
4 types of reinforcement
Skill variety Task identity Task significance Autonomy Feedback
5 Core Job Characteristics
Employee perceptions are what count Employee want a voice in decisions that affect them Employees should be given an appeals process Leader behavior matters Climate for justice makes a difference
5 Practical lessons from Equity and Justice theories
Equity Theory
A model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. Based on cognitive dissonance
False
A person's emotional stability refers to how intellectual, imaginative, curious, and broad-minded he or she is. Group starts T/F
The goals are specific
Based on goal-setting theory, which of the following is true of the SkyBlue incentive plan? Employees participated in the development of the plan. Appropriate resources have been provided for goal achievement. The goals are specific Performance feedback will be provided. The goals are appropriately tied to employee ability.
an external locus of control.
Because Fiona is not influenced by merit pay or sales commissions and she performs better in a highly structured job, Fiona has high self-esteem. low self-esteem. an external locus of control. high self-efficacy. low self-monitoring.
True
Because internals seem to have a greater belief that their actions have a direct effect on the consequences of that action, they likely would prefer and respond more productively to incentives such as merit pay or sales commissions. T/F
Expectancy
Belief that particular level of effort will lead to a particular level of performance
Work life benefits
Benefit programs or initiatives designed to help all employees balance work life with home life May include flex time, vacations, and sabbaticals
A.an intrinsic reward.
Bethany is writing a paper for her Management class. She already has a strong A in the class, and only needs to get a C on the paper to keep her A. As she prepares the final version of the paper, she takes special care that the paper is well-written, insightful, and error-free, something that she can be proud of. Bethany is experiencing A.an intrinsic reward. B.high equity. C.a belongingness need. D.a hygiene factor.
Process Perspectives
Concerned with the thought processes by which people decide how to act. Equity or justice theory Expectancy theory Goal-setting theory
Distributive Justice Procedural justice Interactional Justice
Elements of Justice theory
Affiliation
Desire for friendly and warm relationships
Achievement
Desire to achieve excellence in challenging tasks
Power
Desire to influence or control others
Job Design
Division of an organizations work among its employees. Application of motivational the theories to jobs to increase the satisfaction and performance
1. Maslow hierarchy of needs 2. McCelland acquired needs theory 3. Deci and Ryan's self-determination theory 4. Herzberg's 2-factor theory Needs: Physiological or psychological deficiencies that arouse behavior Content theorists ask, "what kind of needs motivate employees in the workplace?
Four theories for content perspectives
True
Gestures such as constructive statements about the department, expression of personal interest in the work of others, suggestions for improvement, training of new people, the caring for organizational property, and punctuality and attendance well beyond standard or enforceable levels are examples of organizational citizenship behaviors. True False
Practical considerations of goal setting theory
Goals should be specific Certain conditions are necessary for goal-setting to work Goals should be linked to action plans Performance feedback and participation in deciding how to achieve goals are necessary but not sufficient for goal-setting to work
Using 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.
Intrinsic Rewards
Satisfaction a person receives from performing particular task itself
Valence
Sophia mentions that $250 is not even 1 percent of her salary and she does not seem motivated by the amount of the bonus. Based on expectancy theory, Sophia's lack of motivation can be attributed to which of the following? Valence Instrumentality Expectancy Procedural Justice Distributive Justice
Goal Stetting theory Goals
Stretch goals Learning goal orientation Performance goal orientation
Reinforcement theory
Suggests that behavior with positive consequences tends to be repeated, whereas behavior with negative consequences tends not to be repeated. B.F. Skinner and Edward Thorndike
Expectancy Theory
Suggests that people are motivated by two things: 1. How much they want something. 2.How likely they think they are to get it.• Three elements to expectancy theory: Expectancy Instrumentality Valence
Well-being
The combined impact of five elements: positive emotions, engagement, relationships, meaning, and achievement (PERMA).
Expectancy
The goal seems to be a nonstarter for the team as they have never mishandled fewer than 200 bags, let alone hitting the goal of 100 bags. Based on expectancy theory, this is a(n) ________ problem. Valence Expectancy Outcome Instrumentality Equity
Stretch goals
are goals some companies adopt that are beyond what they are actually expected to achieve.
hygeine factors
associated with job dissatisfaction which affect the job context in which people work. Pay and security working condition Interpersonal realtionships Company policy supervisors
Motivating factors
associated with job satisfaction, which affects the job content or the rewards of work performance. Achievement recognition The work itself Responsibility advancement and growth