Management Chapter 12
4 Perspectives of Motivation
1) Content 2) Process 3) Job design 4) Reinforcement
The Elements of Equity Theory
1) Inputs - What do you think you're putting into the job? 2) Outputs or rewards - What do you think you're getting out of the job 3) Comparison - How do you think your ratio of inputs and rewards compares with those of others?
5 Job Characteristics
1) Skills 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?
Motivation Model
1) Unfulfilled need: Desire is created to fill a need--as for food, safety, recognition 2) Motivation: You search for ways to satisfy the need 3) Behaviors: You choose a type of of behavior you think might satisfy a need 4) Rewards: 2 types of rewards satisfy needs--extrinsic or intrinsic 5) Feedback: reward informs you whether behavior worked and should be used again Loop around
Content perspectives
Also known as need-based perspectives theories that emphasize the needs that motivate people.
Reinforcement
Anything that causes a given behavior to be repeated of inhibited; the four types are positive, negative, extinction, and punishment.
Job Enrichment
Building into a job, such motivating factors as responsibility, achievement, recognition, stimulating work, and advancement.
Bonuses
Cash awards given to employees who achieve specific performance objectives.
Goal-setting Theory
Employee-motivation approach that employees can be motivated by goals that are specific and challenging but achievable.
Hygiene Factors
Factors associated with job dissatisfaction--such as salary, working conditions, interpersonal relationships, and company policy--all of which affect the job context or environment in which people work.
Motivating Factors
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.
Equity Theory
In the area of employee motivation, the focus on how employees perceive how fairly they think they are being treated compared with others.
Job Enlargement
Increasing the number of tasks in a job to increase variety and motivation.
Piece Rate
Pay based on how much output and employee produces.
Needs
Physiological or psychological deficiencies that arouse behavior.
Negative Reinforcement
Process of strengthening a behavior by withdrawing something negative.
Motivation
Psychological processes that arouse and direct goal-directed behavior.
Hierarchy of Needs Theory
Psychological structure proposed by Maslow whereby people are motivated by five levels of needs: (1) physiological (2) safety, (3) love, (4) esteem, and (5) self-actualization
Pay for Performance
Situation in which an employee's pay is based on the results he or she achieves.
Pay for Knowledge
Situation in which employees' pay is tied to the number of job-relevant skills they have or academic degrees they earn.
Expectancy
The belief that a particular level of effort will lead to a particular level of performance; effort to performance expectancy
Reinforcement Theory
The belief that behavior reinforced by positive consequences tends to be repeated, whereas behavior reinforced by negative consequences tends not to be repeated.
Gainsharing
The distribution of savings or "gains" to groups of employees who reduce costs and increase measurable productivity.
Profit Sharing
The distribution to employees of a percentage of the company's profits.
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.
Instrumentality
The expectation that successful performance of the task will lead to the outcome desired.
Job Characteristics Model
The job design model that consists of five core job characteristics that affect three critical psychological states of an employee that in turn affect work outcomes--the employee's motivation, performance, and motivation.
Extrinsic Reward
The payoff, such as money, that a person receives from others for performing a particular task. It's an external reward; the payoff comes from pleasing others.
Sales Commission
The percentage of a company's earnings as the result of a salesperson's sales that is paid to that salesperson.
Punishment
The process of weakening behavior by presenting something negative or withdrawing something positive.
Stock Options
The right to buy a company's stock at a future date for a discounted price.
Intrinsic Reward
The satisfaction, such as a feeling of accomplishment, a person receives from performing a task. It's an internal reward; the payoff comes from pleasing yourself.
Positive Reinforcement
The use of positive consequences to strengthen a particular behavior.
Valence
The value or the importance a worker assigns to a possible outcome or reward.
Extinction
The weakening of behavior by ignoring it or making sure it is not reinforced.
Process Perspectives
Theories of employee motivation concerned with the thought processes by which people decide how how to act: expectancy theory, equity theory, and goal-setting theory.
Self-determination Theory
Theory that 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.
Two-Factory Theory
Theory that proposes that work satisfaction and dissatisfaction arise from two different work factors--work satisfaction from so-called motivated factors and work dissatisfaction from so-called hygiene factors.
Acquired Needs Theory
Theory that states that there are three needs--achievement, affiliation, and power--that are the major motives determining peoples' behaviors in the workplace.
Expectancy Theory
Theory that suggests that people are motivated by two things: (1) How much they want something and (2) how likely they are to get it.
