Management: Motivation

1. People will do better when they get feedback because it helps identify discrepancies between what they have done and what they want to do (True or False).

true

1. People with high self-efficacy expect that their efforts will lead to a good performance. (True or False)

true

High levels of effort don't necessarily lead to favorable job performance unless the effort is channeled in a direction that benefits the organization. (True or False)

true

Why do we care?

--A motivated workforce is a critical organizational asset --Employees must dependably perform the tasks for which they were hired.

Job Design Theory

--Characteristics of jobs create psychologically meaningful experiences that, in turn, motivate employees --This is especially true for employees with "high growth need" ( a strong desire for self-esteem and self-actualization)

Suggestions for motivating employees, especially those with High Growth Need

--Combine tasks (job enlargement) to create more meaningful work. --Create natural work units to make employees' work important and whole. --Establish client (external and internal) relationships to increase skill variety, autonomy, and feedback. --Expand jobs vertically (job enrichment) by giving employees more autonomy. --Open feedback channels to let employees know how they're performing and whether they are improving.

Moderators -- Goal Setting Theory

--Goal commitment --Self-efficacy (belief one is capable of performing task) --National culture (support found US, Canada)

Motivation

--The process by which a person's efforts are energized, directed, and sustained toward attaining a goal. --An interaction between the person and a situation; it is not a personal trait.

2) Which expectancy theory linkage explains the belief that having a high grade point average is critical in obtaining a good job? A) instrumentality (performance - reward linkage) B) expectancy (effort-performance linkage) C) goal setting to achievement D) valence (attractiveness of outcome)

A) instrumentality (performance - reward linkage)

2. Goal setting works best when the goals are ________. A) specific B) indefinite C) infinite D) moderately challenging

A) specific

2) The job characteristics model (JCM) identifies ________ as the degree to which a job has substantial impact on the lives or work of other people. A) task significance B) task identity C) skill variety D) autonomy

A) task significance

2. ________ refers to the process by which a person's efforts are energized, directed, and sustained toward attaining a goal. A) Leadership B) Motivation C) Effort management D) Need configuration

B) Motivation

Feedback

Do workers know how well they are doing?

Task identity

Does the job produce a complete work?

Task significance

How important is the job?

Skill variety

How many skills and talents are needed?

Autonomy

How much independence does the jobholder have?

Expectancy Theory

People exert greater effort toward activities for which they expect greater rewards

Valence (attractiveness of reward)

The attractiveness/importance of the reward to the individual

Expectancy (effort-performance linkage)

The perceived probability that an individual's effort will result in a certain level of performance.

Instrumentality (performance -reward linkage)

The perception that a particular level of performance will result in the attaining a reward.

Goal Setting Theory

When people accept and are committed to goals, specific and difficult goals increase the intensity and persistence of effort ---- Self-set goals also enhance performance through the development of task strategies

People with "low growth need" are motivated by jobs that are high in autonomy, variety, and responsibilities (True/False).

false